Thunderbird Magazine, Fall 1991

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Fall 1991
American
Graduate
School oj
International
Manage'ment
IN THIS ISSUE
2 Understanding Cultural
Difference
7 Classroom Challenge
8 Tanks and Flowers
10 Social Policy and Culture
12 Removing Barriers
14 Hands-On Marketing
15 Introducing Frontline
16 Campus News
18 Fbotnotes
19 Career Strategies
20 Network
24 Updates
32 TImnderbird Review
On the cover: Thanks to Modem
Languages Professor Akihisa
Kumayama (lejt) and Randy
Schilling, associate vice president
jor development (right),jor
illustrating a cross-cultural
communication context. Our
thanks also to Ricardo Menezes,
shown on page 3. Photos by
Jon Whitaker.
Thunderbird Magazine
Fall 1991
Quarterly magazine of the
AlUlmu Relations Office
of the American Graduate
School of International
Management, 15249 N.
59th Avenue, Glendale, 1\Z
85306 (602) 978-7135
TELEX 187123
FAX (602) 439-54.32
Assistant Vice President
for Communication
and Editor:
Nelda S. Crowell
Directm of Publications
and Managing Editor:
Carol A. Naftzger
Communication
Secretary:
Joann Toole
Design:
Pat Kenny 6raphic Design
Direc:tor of Alumni
Relations and Publisher:
Bobbie M. Boyd
Assistant Director
Alumni Relations:
Michelle Olson
Alumni Relations Staff:
.Janet M. Mueller
Executive Secretary/
Office Manager
Donna Cleland
Data Base
Administrator
Lucille Ccnsoprano
Data Entry Clerk
Jane Kidney
Secretary
Ruth E. Thompson
Adminisl.rative
Assistant
Helen Grassbaugh
Receptionist
Thunderbird Alumni
Association 1991-92
Board of Directors
and Officers
President
Stephen K. Orr '79
Secretary
Bobbie M. Boyd
Ex Officio Members
Roy A. Herberger, Jr.
Richard Snell
Board Members
John C. Cook '79
George T. DeBakey '73
Jack E. Donnelly '60
Webb F. Elkins '63
Maarten W. Fleurke '79
Stephen F. Hall '69
Thomas D. Hobson '79
William H. Holtsnider '59
LindaJ. Magoon '84
Bryan D. Manning '76
Larry K. Mellinger '68
McDiarmid Messenger '72
Peggy A. Peckham '74
Thomas A. Peterson '77
Carroll M. Rickard '56
H. Gene Wick '60
Daniel D. Witcher '50
Honorary Board Members
Josepb l\l. Klein '47
Berger Erickson '86
Thunderbird Magazine
encourages your comments
and ideas. Please send your
letters to the editor to:
Carol Naftzger, Director of
Publications, American
Graduate School of
International Management,
15249 N. 59th Ave., Glendale,
AZ85306
Cro~mgpollutionbmrieffi
"I n Germany, air pollution is
so thick that drivers often have
to turn on their headlights
in the middle of the day. In
Czechoslovakia, residents are leaving
heavily-polluted Bohemia so fast that the
government is offering them financial
incentives to stay. In Eastern Europe,
water contamination is so severe that sig­nificant
portions of those supplies that
do exist are unfit for industrial use, let
alone for drinking." These issues were
highlighted in World Watch, November­December
1988. The situation has not
changed much since then.
How do these problems relate to
Thunderbird? The School has been
awarded a $96,000 grant by the United
States Information Agency to establish a
link between Arizona, Germany and
Czechoslovakia for the primary purpose
of alleviating the environmental con­cerns
of the '90s. This "Cross Sector
Approach to Environmental Concerns"
will bring together 32 participants repre­senting
academe, government agencies,
elected officials and the private sector to
develop long-term, East-West relation­ships
and cooperation in approaching
the environmental concerns of today and
the future.
International Studies Professor Beverly
Springer is director of the grant project.
Thunderbird Professors John Conklin
and Andris Trapans are also part of the
16-member Arizona team.
The project's academic counterpart in
Germany is the Paul-Lobe Institut in
Berlin. The institute's president, Dr.
Rudiger Pieper, will serve as the Euro­pean
field coordinator. The school is a
nonprofit educational and research insti­tute
specializing in EastlWest-related
products and has forged close ties with
Thunderbird.
The Arizona team traveled to Germany
and Czechoslovakia in August for meet­ings
with their counterparts from those
countries and briefings on German and
Czech approaches to common environ­mental
concerns.
"We felt very pioneering;' says Dr.
Springer. ''There was a real rapport and
commonality among the people from the
US. and their counterparts. Not only was
there a lot of networking between the
countries, there was also networking tak­ing
place within the US. team:'
Visits to contaminated sites enabled
team members to see the problems fac­ing
these countries first hand. Donning
special protective gear, the Us. team vis­ited
an area in Germany that produced
mustard gas during World War I, nerve
gas during World War II, and was occu­pied
by both US. and Soviet troops at var­ious
times. The soil is contaminated
along with the ruijacent water table, and
documentation showing what chemicals
are involved has been lost. How do you
clean up a site when the contaminants
are unknown?
Another site had a meter of sludge
from crankcase oil and battery acid con­taminating
the soil. These pollutants had
been dumped during occupation by
Soviet troops. It too is threatening the
water table.
Air pollution from utilities has reached
critical proportions, and burning soft
coal is the culprit. However, soft coal is
also a major resource in Germany and
Czechoslovakia. Th switch to a cleaner
energy source will create substantial
cost in terms of unemployment and bal­ance
of trade in these countries.
"These environmental problems are
enormous in terms of cost and were
sobering to all of us;' says Dr. Springer.
On the positive side, the area does have
educated and concerned people assess­ing
the problems and looking for cost­effective
solutions.
In January, the US. team's counter­parts
from Germany and Czechoslovakia
will visit Arizona in January to gather
more information and visit problem
areas in the southwest desert.
The USIA grant is providing a way to
exchange information and help these
emerging countries deal with issues criti­cal
to their environment and quality
oflife. •
The School
was azvarded a
$96,000 grant
by USIA to
establish a link
betzveen Arizona,
Germany and
Czechoslovakia
to address the
environmental
concerns of
the '90s.
g
Difference
"There are truths on this side
of the Pyrenees that are
falsehoods on the other. " Pascal
Marshall McLuhan's global vil­lage
has become a reality.
The interconnected world he
envisioned in the early '60s is
here. We are connected technologically
in our international and domestic envi­ronments,
and we are bombarded daily
with new information, which holds the
potential for change. The ever expanding
world communication networks, cou­pled
with international migration of refu­gees,
and increased international travel
have created a growing need for people
to understand other cultures and to be
able to communicate effectively with
those cultures.
The ideal communicator in this global
village is described by William
Gudykunst and Young Yun Kim in their
book, Communicating with Strangers.
"The intercultural person possesses cul­tural
sensitivity, which is linked closely
with the ability to show cultural
empathy-not only to be able to step into
another person's shoes, but also to imag­inatively
participate in the other's world
view. This person has the skills to per­form
the roles required in each cultural
context competently and is able to avoid
conflicts that could result from inap­propriate
switching between cultures:'
In a broad sense, Thunderbird has
been teaching these cross-cultural com­munication
skills since the School
opened its doors in 1946 to educate World
War II veterans in the nuances of doing
business globally, although more specifi­cally
in Latin America. By combining the
components of business, foreign lan-
2 THUNDERBIRD FALL 1991
guage, and cultural awareness, Thunder­bird
was way ahead of its time in recog­nizing
the communication needs in the
global village to come.
By the late '60s, Marshall McLuhan was
preaching this theme, and the cUscipline
of cross-cultural communication was
beginning to filter into the business envi­ronment.
Companies were sending their
employees overseas and began recogniz­ing
the usefulness of having these
expatriates know something about the
customs of the country they were about
to inhabit. 1raining usually consisted of a
half-day seminar on cultural do's and
don'ts in a given society, but cUd not usu­ally
include family members involved in
the move.
By the 1970s, America's strong position
in international commerce was erocUng.
Business negotiations with other coun­tries
were often unsuccessful, and the
premature return rate of people trans­ferred
to overseas positions was rising
dramatically. Many asked to be returned
to the U.S. long before their overseas
assignments were completed, costing the
companies untold lost dollars and time.
Recognizing a problem, the U.S. Dep31t­ment
of Education gave Thunderbird a
grant in 1976 to develop a program in cross­cultural
conununication and to give semi­nars
to faculty members. At that time, Dr.
Robert Moran was one of about 10 people
who were instrumental in helping cross­cultural
communication develop as a field
within communication theory, and he was
recruited for the Thunderbird faculty to
head the grant program.
"The cross-cultural program was con­sidered
an add-on to the curriculum at
fIrst;' says Dr. Moran. Michael Byington
'78 attended Thunderbird during that
time to "learn about doing business in
international contexts. Taking the cross­cultural
communication course seemed
to me to make good sense," he says.
Byington is a professor at Teikyo
Marycrest Unjversity in Iowa, where he
teaches business administration. "The
thing that strikes me the most and has
stayed with me is the basic tenet that to
understand another culture you have to
know your own;' says Byington. "That
simple reality was really well taught by
"ll Te are getting
VVawayfrom
stereotyping
cultures ... We are
beginning to
profile people
more accurately."
Dr. Robert Moran
III­­­..
I­­­..-
­By
Carol NaJtzger
ffi
;'";!
, ___ IIiiIIIIi _ Q
THUNDERBIRD FALL 1991
Dr. Moran. We spent a little bit of time
understanding what an American is­our
need to follow the clock, to be punc­tual,
our need for accuracy, those types of
things. And then we did comparisons. Fbr
instance, American managers send their
sales people into South America and
expect instant results. In South America
it takes six months for you to get to know
your customer on a familiar basis so they
are comfortable dealing with you. And
when they say, 'Let's have a meeting
tomorrow; it may be tomorrow; it may be
the next day:'
As the cross-cultural communication
discipline has evolved over the years,
changes have occurred in the classroom
and in training programs provided to
companies. "Fifteen years ago, there was
little or no research on how multicultural
teams functioned and many lacked the
cross-cultural skills necessary to develop
effective cross-cultural relationships,"
says Dr. Moran. "For instance, many
American managers working in Indo­nesia
or other countries simply told the
Indonesians and others what to do.
4 THUNDERBIRD FALL 1991
Thday, companies are involved in team
building-a process of deepening the
understanding of how people from the
other cultures think, make decisions,
solve conflicts and work together. It is a
way of furthering good relationships
between business partners as well as
people from different cultures who work
"Even though I
wasn't fluent, I
forced myself to speak
Spanish to everybody
so I could pick up on
the jokes and become
more a part of the
inner circle:'
Theresa Miskell Sires '87
with each other. This results in a high
level of energy, creativity, and synergy:'
In the classroom, the emphasis in
teaching cross-cultural communication
moved from a comparative analysis of
the customs and courtesies of a country
to a description of what happens in the
interaction between people from differ­ent
cultures. Thaching cultural awareness
and cross-cultural communication skills
became a matter of deepening the under­standing
of how the other person thinks.
"We are getting away from stereotyping
cultures. Instead we are attempting to
identify genuine aspects of national char­acter.
We are also beginning to profile
people from a culture more accurately;'
says Dr. Moran.
Theresa Miskell Sires '87 remembers
her cross-cultural classes well. "I took
Differing Value Orientations and the
Advanced Cross-Cultural Seminar;' she
says. "My undergraduate degree was in
anthropology and my minor was cross­cultural
education, and a lot of the reason
I went to Thunderbird was for the cross­cultural
component of the degree. I
wanted to find ways to apply cross­cultural
s kills in business:'
Sires actively practices her conununi­cation
s kills in Nogales, Arizona where
she teaches and acts as counselor/
advisor to a gO-percent Hispanic student
audience Uu-ough Pima Conununjty Col­lege.
She is also a consultant and market­ing
manager to Maquila Start-Up and R.A.
Pina and Associates, directed by Rudy
Pina '68. These companies help U.S. com­parries
start up businesses in Mexico, and
provide U.S. customs consulting services.
In her spare time, she writes for the Twin
Plant News, a magazine for the maquilas.
When Sires moved to Nogales after
graduation, she became a marketing spe­cialist
for William F Joffroy, Inc., the larg­est
customs broker in Arizona. As the
first person ever hired with a master's
degree, and as the only Anglo, she was
initially met with distrust by the 50
employees working in the office. "I really
did have to practice what I learned in Dr.
Moran's class;' says Sires. "For the first
six months, I laid low, taking suggestions
from the people who had been there for
years, learning how the business ran and
how the people within the business oper­ated.
The other thing that really helped
me gain acceptance was that I spoke
Spanish all the time. Even though I wasn't
fluent, I forced myself to speak Spanish
to everybody so I could pick up on the
jokes and become more a part of the
inner circle:'
Theresa Miskell Sires '87
"The thing /ha1, strikes
me the most and has
stayed with me is the
basic tenet that to
understand another
culture you have to
know your own. "
Professor Michael
Byington, '78, (left)
teaches at Thikyo
Marycrest University
in Iowa. (Far left
photo) Dr. Robert
Momn has taught
cross-cultumt com­munication
skills to
T'birds since 1976,
and has been instru­mental
in helping the
discipline develop
as afield within com­munication
theory.
Sires is currently putting together a
cross-cultural business education pro­gram
for Pima Community College's
Nogales Education Center, fulfillin g a
longtime dream. "Nogales really needs
more educational opportunities, espe­cia
lly because of the free trade agree­ment;'
says Sires. "It would be nice to
have Nogales residents who are trained
and educated, ready to take over manage­ment
positions when new companies
come into the area instead of having com­panies
come in with ma nageme nt in
place, hiring only the lowest level
employees from the local conununity:'
From the border town of Nogales to the
European Conununity, there is a growing
awareness of the need for cross-cultural
education. Fbr instance, EC '92 will have
an impact on the way the European
countries conduct business. "A new mind
set will have to evolve for a single market
to flourish ;' says Dr. Moran. "The domi­nant
culture will have to give way to the
single markee'
In his book, Dynamics of Successful
International Business Negotiations, Dr.
THUNDERBIRD FALL 1991
"I was looking
for principles
that would
change my life. I
believe that to be
effective in this world
we need to learn to
tkal with people:'
Karen Bartel '91
Moran identifies 12 negotiating variables
tilat can influence the success or failure of
global business negotiations. "By selec­tively
categorizing information under each
of these variables, negotiators can develop
a profile tilat will show tile counterpart's
philosophy, how tiley will act and expect
others to act, what kinds oftilings are most
important to tilem, verbal and nonverbal
persuasion techniques, use of time, how
trust is established, how risk is handled:'
He then takes tile 12 variables and applies
them to negotiating in 11 countries ranging
from the USSR to Spain to Japan. "Negotia­tors
are driven by a variety of different
beliefs, concepts and attitudes witil regard
to proper approaches to tile negotiating
process;' says Dr. Moran. "What pro­cedures
and techniques are used to
achieve desired ends will be based on cus­tom,
tradition and personal preference:'
Enrollment in cross-cultural classes at
Thunderbird has increased dranlatically,
reflecting tile growing acknowledgement
of tile need to be culturally aware. Fbur
sections are now offered and Dr. David
Braaten joined tile International Studies
faculty tl1is fall as an associate professor
of cro s-cultural communication. He
hopes that his students will leave his
courses with a better understanding of
tileir own cultures, and witil a framework
for looking at otiler cultures and tile tools
to do so.
As an example of understanding a cul­ture
in depth, Braaten believes that tile
environment creates culture and cites
Japan and the United States as prime
examples. "In Japan, tile historical basis
of a rural lifestyle combined with the
6 THUNDERBIRD FALL 1991
close proximity of small agricultural
plots, required tilat each person maintain
a very cordial and tolerant relationship
with his neighbor, over whose land he
must often pass. It also required close
family relationships and reverence for
elders who were often housed in the
same dwelling.
"The U.S. immigrants, on the other
hand, rejected tileir past and believed tile
world was theirs to conquer. Indepen­dence
was the guiding principle. Our
American tileological underpinnings are
'Work hard and God will provide: We no
longer have tile tileological roots, but we
still hold on to tile work eWc. Only now it
translates into, 'What do I need to do to
get tile deal?'''
Karen Bartel '91 took an advanced
seminar in cross-cultural communica-
Karen Bartel '91
tion because she was "looking for princi­ples
that would change my life. I believe
that to be effective in this world we need
to learn to deal with people." Bartel
recently applied some of Dr. Moran's
principles when she interviewed with an
agency interested in having her set up an
in-house advertising agency for a com­pany.
Unable to find the agency's office
and late for the appointment, Bartel was
upset. After a search and a few telephone
calls, Bartel fmally connected with her
appointment. "I was furious;' she says.
"When I walked in the door, I saw two
Japanese people and instantly I knew if I
wanted to do any kind of business with
these people, I could not show my emo­tions
at all. Thinking fast, I simply said I
was disappointed that communications
were mixed up, and we talked about it. If I
had not had the experience at Thunder­bird,
I think I would have blown up in
front of tllese people. As a result of my
behavior, there is a real possibility that
I might get a position from the meeting
we had:'
Bartel created a cross-cultural com­munication
board game as her project in
Dr. Moran's class and is talking with sev­eral
companies about marketing the
game. "It combines the principles of
cross-cultural communication with cul­tural
specifics and historical items;' say
Bartel. "Called the Kumquat Zone, the
game has a target market ranging from
junior high students to business people
preparing to go overseas:'
From Dr. Moran's point of view, stu­dent
interaction in the classroom
becomes the lab for cross-cultural
studies. "The curriculum is important,
but a significant part is the learning and
the interaction taking place within the
student population:'
In the April 1991 issue of Harvard
Business Review, Percy Barnevik, the
CEO of Asea Brown Boveri was inter­viewed.
When asked to describe a global
manager he said, "Global managers have
exceptionally open minds. They respect
how different countries do things, and
they have the imagination to appreciate
why they do tilem tilat way. But tiley are
also incisive, they push tile limits of tile
culture ... they are generous and patient
and can handle the frustrations of lan­guage
barriers:'
Barnevik's description of the global
manager and Gudykunst and Young's
description of the ideal communicator
also describe the Thunderbird student
who has, like Karen Bartel, sought princi­ples
to live by in our global village. _
• Faculty Profile
Classroom Challenge
With "action learning;' T'birds
make a "product" that will
live beyond the class
Professor Robert Moran brings
a diverse background and
international experience to
Thunderbird's classroom where
he trains students to become effective
cross-cultural communicators.
Moran grew up in Toronto and
Montreal where he was an outstanding
hockey player. At 17, he passed up a
professional hockey offer to attend col­lege.
He studied philosophy and theology
for seven years and was ordained a Cath­olic
priest.
After his ordination, Moran's first
assignment in Japan blended missionary
work and his expertise in hockey. While
there, he coached the country's best
hockey team and acted as an advisor to the
Japanese Olympic team in the 1968 Olym­pic
games in Grenoble, France. He also
observed that some expatriates were able
to deal successfully with the Japanese and
some failed. Moran tried to discern the dif­ferences
between their approaches.
After five years oversea , Moran
returned to North America and attended
the University of Minnesota where he
received a Ph.D. in psychology and a
minor in cross-cultural communication.
At that time the field was just beginning
to blossom.
Moran was one of a few scholars who
were instrumental in helping cross­cultural
communication develop as a
field within communication theory. At
the time, the group included anthropolo­gists,
psychologists and political scien­tists
but no businessmen. In the early
1970s, however, as the strong U.S. dollar
position in the world economy weak­ened,
American managers learned
that without skills in managing cul­tural
diversity many organizational
problems emerged.
Moran first came to Thunderbird in
1976 on a grant to develop a program in
cross-cultural communication and to
give seminars to faculty members. "You
can't market, you can't do [mance, you
can't be a banker in isolation-one must
relate to people;' he says. "We should be
making our curriculum international in
terms of class structure, content, philoso­phy
so that the dominant Americanness
is not so prevalent. But, that is very diffi­cult
to do. It's not simply putting the word
'international' in front of marketing:'
Although cross-cultural communica-
"Thu can't market,
you can't do finance,
you can't be a banker
in isolation. Thu
must relate to people:'
By Ashia Lee '91
tion theory may be difficult to prove,
interest in the discipline continues to
grow throughout the world. According to
Moran, European managers are now say­ing,
"Is there a 'European' mentality? Is
there a 'European' style of manage­ment?"
Japanese managers are discover­ing
the benefits of improving their rela­tionships
with American, Singaporeans,
Malaysians and others.
One of Moran's goals is to write one
book per year. He has authored or
coauthored nine books in the field ,
including Managing Cultural Differ­ences,
the text he uses in the classroom.
This book is currently used at more than
130 universities in North America.
Much of the professor's material
comes from his consulting work. He con­ducts
negotiating seminars for com­panies
such as AT&T and Saudi Aramco.
Through this work he has an opportunity
to test his theory with people who actu­ally
negotiate, and learn the issues being
faced by multinational corporations. He
brings back the knowledge gained to
enrich the classroom environment, tell­ing
his students, "Here are some things I
know you need to know:' At the same
time, students are encouraged to express
their own opinions and
share their experi­ences.
Moran calls his
approach "action learn­ing:'
In addition to lec­tures,
he conducts dis­cussions
and activities
that revolve around
handouts and videos.
All of Moran's
courses teach stu­dents
how to interact
with people. In his
advanced seminar he
challenges students to
make a "product that
will live beyond the
class." In a business
curriculum filled with
quantitative and profit­oriented
courses, it is
refreshing to have a
few classes like Pro­fessor
Moran's that
teach students "as we
become better cross­cultural
communica­tors,
the world will be a
better place to live:' •
Dr. Robert Moran
THUNDERBIRD FALL 1991
and Flowers
Mary Stober and Stuart Schaag saw the coup
firsthand this summer when they interned
with a Soviet company in Moscow.
Beethoven. Static. Beethoven.
Static. Flipping the channels in
Moscow on Monday morning,
August 19, anyone could see the
regular morning television line-up had
changed. Gone were the "Today"-style
show "Yutro" and the calisthenics pro­grams
that usually aired - replaced by
Beethoven and static. It seemed strange.
Strange, yes- but not like, say, the
government had been overthrown during
the night.
Waiting for our boss in a downtown
metro station, fellow T'bird student
Stuart Schaag and I were on our way to a
sales meeting. As summer interns at
Informatik, a Soviet software house, we
were developing strategies to enhance
product sales within the USSR, and to
expand them to the United States. That
day, we were to continue negotiations
with a British distributor that was consid­ering
selling our linguistics-oriented soft­ware
through its nationwide Soviet net­work.
Learning of the coup, we realized
its implications were serious. Gorbachev,
the architect of democratic policies to
restructure the USSR and integrate it into
the global system, was out; in his place
was a military-KGB coalition whose
members feared that domestic changes
and increased Western investment threat­ened
Soviet independence.
Still, the metro and bus systems were
running smoothly. In a bookstore, people
browsed. In a crystal and china shop, cus­tomers
stood patiently in several lines,
while the sound of salespeople testing
china rang through the store. Across from
KGB headquarters, scores of mothers
maneuvered through the stuffy atmo­sphere
of Djetskij Mir, Moscow's largest
children's store, while determined chil­dren
pulled them by their skirts toward
some counter.
Our business meeting was not can­celled.
"Gorbachev is no longer presi­dent;'
explained our boss, Natasha, as we
left the metro. "But that won't disrupt our
schedule today:'
We pitched our software to its poten-
8 THUNDERBIRD FALL 1991
tial distributor, while armored tanks took
up positions on main streets, citizens
scavenged for barricade materials, and
a crowd began to gather outside the
Russian Parliament.
Moscow's eerily calm, business-as­usual
reaction reflected a desire for order
and consistency that had been intensify­ing
all summer as political and economic
conditions worsened. The struggle
between federal, state and local govern­ments
over legal jurisdiction was at a
peak, each enacting new and conflicting
legislation daily. Growing numbers of
employees had gone without a paycheck
for months ..
Rather than being more restrained,
however, Moscow this summer was like a
free-for-all, as more people pursued
bolder schemes to circumvent the sys­tem.
Black marketeers and beggars grew
increasingly aggressive and daring.
Ration tickets for sugar, alcohol, ciga­rettes,
and gasoline became an unofficial
Passersby stop at a
makeshift grave
(top photo) mark­ing
the site where
a demonstrator
died. While Boris
Yeltsin made plans
in the Russian
Parliament build­ing,
demonstrators
hastily erected
barricades, and
Russian tanks took
posi tions around
the building.
Photos courtesy of
Robert Lees '77
currency, substituting for the unreliable
ruble. Among its citizens, the USSR was
popularly perceived as a country of "fences
with locked gates, but many holes:'
Everyone was talking about civil war;
the only argument was over the timing.
One of our co-workers predicted war
within six months; another said it would
have to be in the spring, after everyone
had made it through the winter. The
dread the public felt when the "fascist"
coup leaders took power was accom­panied
by a strange sense of relief that
the waiting was finally over.
"We all knew it had to happen, we just
wish it hadn't happened this way;' busi­ness
contacts told Thunderbird alumnus
Robert E. Lees '77, also in Moscow the
week of the coup. "Maybe now at least
there will be some order;' said Natasha.
Throughout the summer, the foreign
business community had lain low, dis­playing
a "guardedly optimistic" view
toward further investment in the USSR.
As a result of decentralization, a heated
power struggle was developing between
federal, state and local officials. Foreign
representatives, accustomed to dealing
with one person, found themselves strug­gling
to build a whole network of con­tacts
just to maintain the status quo.
As the coup illustrated, in a society
where contract closings and goods
allocation rely heavily on personal con­tacts
and influence, a strong network can
be more valuable than hard currency.
Thousands of fliers from and supporting
Yeltsin were printed and distributed non­stop
those three days in August, though
Moscow was in the midst of a severe
paper shortage. When the thousands of
men, women and children gathered to
defend the Russian Parliament, the nec­essary
weapons were there to arm them.
In the USSR's fluid political environ­ment,
the main problem confronting
potential Western investors is building
this network of influential and reliable
contacts. Often, the most reliable con­tacts,
those with staying power, are
middle-management personnel without
much influence. Similarly, the most influ­ential
contact, a high-level government
official, may not be the most reliable,
since he could be swept out on the next
wave of political change. As more Soviet
republics have declared independence
from the union since the coup, foreign
investors can conclude that the highest
legal authority now rests at the state level.
At the same time, however, this rise of
republican power and the fall of the Com­munist
Party have compelled the foreign
business community to adjust to yet
another shake-up of high-level bureau­cratic
personnel.
The day after Gorbachev was returned
to power, for instance, Lees arrived at a
Moscow factory to find the Communist
Party representative cleaning out his
desk. "We told him we wanted him out of
here before the American arrived;' the
plant manager explained.
In the Russian republic, where most
foreign direct investment is targeted, Rus­sian
businessmen argue that the "person­nel
changes" resulting from the coup
mean easier business relations, and that
secure relations between business part­ners
act as insurance against the political
instability. Regardless, the most impor­tant
issue in foreign investment remains
as it was just before the coup: the most
secure foreign ventures in the USSR
remain those led by managers able to
attract and retain an optimal mix of reli­able
and influential middle- and high­level
officials.
By Mary Stober
The/irst
night of
the coup
I left the trade show a little early so I
could meet up with friends for our
weekly run. The walk along the
Moscow River to the Ukraine Hotel
took me by the Russian Parliament build­ing
where Boris Yeltsin was making his
last stand. The street outside was
blocked by large trucks on one side and
playground equipment and Steel pipes on
the other.
Around the building a small crowd of
about 500 had gathered. Theirs was a
quiet protest with only a few heated polit­ical
discussions goihg on in the comers.
Although the streets were lined with
tanks and blocked by buses, the crowd
seemed to De calm. F10wers were tied to
tank cannons, a little boy crawled in and
out of the gunner's hole, and people
climbed on top of the tanks for better pic­tures.
Was this the coup?
As we stretched for our run, Soviets
carried park benches, and anything else
that was notfastened down, into the stleelS.
By the time we returned from the run,
tanks had taken positions around,the par­liament
building. The soldiers were unpack­ing
their gear for what would be a long
night as gas trucks anived for support.
This was the coup.
My Irish friend, who lived and worked
in Moscow, and I grabbed a taxi to take us
to the Intourist Hotel next to Red Square
where we were sure the pub would be
open. Unfortunately, the streets were not
The tanks that blocked the street along
Red Square were parked so tightly that it
was impossible for a person to walk
between them. Having left the taxi here,
we crouched down and walked through
the gaps between the treads and the
ground We only made it 10 yards before
we had soldiers yelling at us and running
toward us with guns. After minutes of
negotiating and conferring with their
commander, a young armed soldier
named Sasha escorted us the quarter
mile to the Intourist Hotel As we walked
into the pub, ~ heard the cheers of fel­low
runners who cried out, "What took
you so long?"
THUNDERBIRD FALL 1991
• Viewpoint
Social Policy
andCulture
Does a country's legislation reflect its values?
There are few cultures in which
motherhood is not considered a
sacred institution. For centu­ries,
women accepted their
roles as wife and mother as their primary
raison d'etre. Large families were com­mon
and the bond between mother and
child very strong.
With the industrial revolution and over­all
modernization, women now playa
role in the labor force as well. Society has
had to adjust to this change in the status
and role of women and, until recently, lit­tle
has been done in terms of benefits and
flexibility to encourage women to enter
the work force. For this reason, many
women have to choose between work
and family. Corporations have begun to
respond to this issue by including mater­nity
leave in their benefit packages. Gov­ernments,
however, have been slow to
respond to the changing demands of
the culture.
For this reason, families have experi­enced
deterioration and the causes of
Lydia Middleton '91
is a program assis­tantjor
the Academy
jor Educational
Development in
Washington, D.C.
While at Thunder­bird,
Middleton was
editor oj DasTor.
10 THUNDERBIRD FALL 1991
this are clear. Women are marrying later
in life in order to establish a career before
having a family. Women are having fewer,
if any, children so their careers are not
interrupted. The incidence of divorce has
increased due partly because of the pres­sures
faced by women trying to balance
their dual role. Children are receiving
insufficient attention because child care
is not available to many mothers.
Clearly, governments will have to
address these pressing issues by creating
national policies to enable people with
family responsibilities to remain
employed without being subject to dis­crimination
and without conflict
between employment and family respon­sibilities.
From a cultural perspective, the
degree to which the family is central to a
culture differs in all cases. Fbr this rea­son,
an overall international policy will
probably never be possible. FUrthermore,
social policies fail to reflect the true
nature of a culture. Policies which were
originally intended to foster the family
and family values have proven to have the
opposite effect.
THE JAPANESE WOMAN
In Japan, tradition requires that the
woman withdraws from the work place
upon marriage, and she does not return
until after her children are grown. Her
role remains one of wife, mother and
guardian of the home. For this reason,
there is no policy covering maternity
leave in Japan.
As has been the case in the history of
many nations, however, Japan is now fac­ing
a labor shortage and is forced to look
at women to supply the demand for a
larger work force . Women are being
accepted into economic life, and the cul­ture
will have to adapt. In 1985, Japan
reluctantly signed an international treaty
pledging the elimination of discrimina­tion
against women.
This changing environment is forcing
Japanese society and government to
change, despite deep-seated resistance.
Policies will soon need to be enacted to
By Lydia Middleton '91
reflect the changing role of women in
society. This does not, however, negate
the fact that Japanese culture still
sees the woman's role as that of mother,
not manager.
WOMEN IN THE U.K.
Women constitute 44.8 percent of
the labor force in the United Kingdom,
although a great many of these women
only work part time. FUll-time employ­ment
opportunities for women are still
fairly limited. Current legislation provides
women with six weeks' maternity leave at
90 percent pay, with stipulations attached.
When the employee returns to work, she
is guaranteed her previous position.
During Prime Minister Margaret
Thatcher's tenure, efforts to improve
leave policies and child-care benefits
were hindered by Thatcher's belief that
"Britons should support the traditional
family-and that mothers should stay at
home while their children are young:'
British women may find a reprieve
from this conservative policy in the form
of the Economic Community's "Social
Action Program;' under which a mini­mum
maternity leave of at least 14 weeks
on full pay would be guaranteed.
The impetus for these measures has
come from EC member states who have
long had very generous and socially­oriented
parental leave policies. In the
UK, membership in the European Com­munity
will result in legislated policies
which do not necessarily reflect the
views of domestic policy makers, yet
which more accurately reflect the values
of its culture.
RUSSIA'S FEMALE WORKER
The Soviet Union provides a fascinating
case study of the role of policy in creating
cultural stereotypes. Socialism has cre­ated
a way of life which does not reflect
the true nature of the Soviet society.
Women in the Soviet Union make up
more than 51 percent of all workers and
employees. An extensive reliance on
female labor has been a central feature of
Soviet economic development ever since
the "Great Revolution." The assumption
that socialism and sexual equality went
hand in hand dominated policy for a
number of decades.
The result of the reliance on women in
the work force as a source of labor and
production resulted in a number of social
policies geared toward enhancing
women's capacity for work. One of the
most striking examples of this is the fact
that abortion was legalized in the Soviet
Union during the revolution and became
the primary form of birth control. Even
today, the average Soviet woman will
have five abortions in her lifetime. Mater­nity
leave and child-care policy have
facilitated women's ability to work as
well as have children.
In the Soviet Union, it is assumed that
the participation of women in economic
and political life will have a direct and
favorable impact on their role within the
family. This has not proven to be the case,
as evidenced by lower rates of marriage,
rising divorce rates, a tendency to marry
later in life, and declining birth rates.
Housewives in the Soviet Union bear
twice as many children as working
women. By the same token, working
women have 2.5 times as many abortions.
The single-child family is the norm in the
Soviet Union.
There seems to be a realization within
the Soviet Union that the time has come
to focus away from a woman's produc­tive
capacity in the work place toward
her dual role of worker and mother. The
clearest evidence of these changing poli­cies
can be found in Mikail Gorbachev's
statement, "We are now holding heated
debates in the press, in public organiza­tions,
at work and at home, about the
question of what we should do to make it
possible for women to return to their
purely womanly mission:'
SETTING U.S. STANDARDS
There is no federal law in the United
States granting maternity leave, either
paid or unpaid, or guaranteeing a job
once the mother returns to work. Thirty
states have laws granting unpaid leave.
Generally, policies are set by companies
as part of the benefits package. A recent
study of women in the labor force, how­ever,
found that only 33 percent of full­time
female workers were eligible for
maternity leave and 16 percent of full­time
male workers were eligible for
paternity leave.
The issue is receiving increased atten­tion
as evidenced by the fact that legisla­tion
is currently before the House and
Senate which would set minimal stan­dards
of leave which would have to be
met by all companies with less than 50
employees. Under the proposed Family
and Medical Leave Act, employers would
be required to offer as many as 12 weeks
of unpaid leave to a parent of a newborn
or newly adopted child; or to help an
employee care for a child, spouse or par­ent
who is ill.
A similar bill was vetoed by the presi-dent
last year, and the Senate failed to
come up with sufficient support to over­ride
the veto. The White House has taken
the position that parental leave benefits
should be provided, but they should be
provided either voluntarily or through
negotiations between employers and
their employees or their union.
Child care is given even less legislative
consideration than is parental leave in
the United States. Child care is left almost
completely to employer initiative, with
only nominal state and federal assis­tance.
In a 1988 study, only five percent of
Social policies
fail to rejkct
the true nature
of a culture. Policies
originally intended to
foster the family and
family values have
proven to have the
opposite effect.
full-time workers were eligible for child
care benefits subsidized by the employer,
either by providing direct day care or by
helping pay for the worker's monetary
outlay for the service.
Steven Bayme, author of Rebuilding
the Nest: A New Commitment to the
American Family, writes that the lack of
effective legislation in this area is due to
an impasse between conservatives who
preach "family values" and liberals who
advocate "family diversity:' He writes,
"Despite the apparent irreconcilability of
the two traditional positions, in truth they
share common ground - recognition of
societal responsibility to strengthen fam­ilies,
an urgency that measures be taken
immediately because of the deterioration
of current family conditions, and the rec­ognition
that America, the wealthiest and
most powerful nation in the world, lags
behind other democracies in terms of the
social support given to families to enable
them to fulfill their functions:'
His views echo the thesis that legisla­tion
is not necessarily indicative of cul­tural
value. In the end, everyone is fight­ing
to achieve the same result, yet nobody
can decide how to go about it, so ineffec­tive
legislation is enacted which does not
reflect the true culture. _
THUNDERBIRD FALL 1991 11
Removing Baniers
Canada, Mexico and the United States
are negotiating trad£,
tariffs and technology
Within a few years, a North
American Free 'frade Agree­ment
should mean that
three nations, the United
States, Mexico and Canada, will smpass
the European Community as the world's
largest single trading block.
Current developments relating to the
free-trade agreement have encouraged
strong interest on the part of many small
to intermediate-sized U.S. companies
who manufacture products ranging from
machine tools to furniture.
Th illustrate, Nova International, a $20-
million company that sells furniture and
interior design services to embassies,
hotels and conference centers around
the world, is initiating business activities
in Mexico. Nova is a new member of the
North American Free 'frade Association.
Small companies like these will have a
direct role in the success of a free trade
agreement, creating jobs and technology
needed for each of our countries to com­pete
on a worldwide basis.
The agreement being forged must con­sider
the differing circumstances of the
three nations and maintain a flexible
approach. Negotiating parties will need
to address the reduction of tariffs, the
reduction or elimination of nontariff bar­riers,
as well as investment regulations
and rules of origin.
TARIFFS
The elimination of tariff barriers will
serve as a major boost for trade activity in
North America. A symmetrical "phase
out" of tariff barriers against US., Mexi­can
and Canadian products will open
new opportunities for US. exports. Right
now, the average Mexican worker spends
approximately 15 percent of his/her
income on Us. products and services and
in border transactions. This proportion
will gain in size and significance with
increased prosperity in Mexico.
Also, elimination of tariff barriers will
provide U.S. joint venture partners in
Mexico with access to other markets in
Latin America through Mexico's mem-
12 THUNDERBIRD FALL 1991
bership in the Association of Latin Amer­ican
Integration.
Still, while progress is being achieved,
more needs to be done. The negotiators
should be prepared to revise features of
the u'S.-Canada agreement. Present
Canadian tariffs can have adverse effects
with little compensating benefit for our
economies.
Tariff barriers should either be elim­inated
or greatly reduced for all items in
the tariff schedule over a 10- to 15-year
period with schedules for specific prod­ucts
or sectors established on the basis of
their import sensitivity.
NONTARIFF BARRIERS
Restrictions such as US. steel volun­tary
restraint agreements, textile quotas
and Mexican import licensing require­ments
should be eliminated as quickly as
possible. In addition, nontariff barriers
should be abandoned in the areas of
transport, agricul.ture and textiles.
Commercial motor carriers from the
United States lack reciprocal access
within Mexico's frontier while Mexican
drivers er\ioy full and uniform access to
all US. commercial zones on the border.
This lack of reciprocity for motor carrier
operations represents a serious nontariff
barrier to trade and ur\iustifiably
increases the costs of cross-border trans-
G. Jay Van Heuven
'73 is president oj
the North Ameri­can
Free Trade
Association, a tri­national
nonprofit
organization
established to
assist members
in dealing with
concerns oJ
investment and
commerce between
the United States,
Mexico and
Canada.
By G. Jay VanHeuven '73
portation. Such vehicles should have
unrestricted access within these areas as
long as they are in compliance with com­parable
licensing, safety equipment,
insurance and tax regulations estab­lished
by each country.
In the agricultural sector, consumers
in each nation should be able to obtain
quality products at the lowest possible
cost. Negotiations should pursue further
reductions in licensing requirements
affecting 40 percent of Mexico's agri­cultural
imports from the United States
and reassess agricultural support protec­tion
programs.
Pesticide and other chemical regula­tions
need to be harmonized and based
on genuine health and safety issues, not
used as artificial barriers against the sale
of produce such as Mexican avocados in
the US.
If US. quotas on items made with US.
materials are eliminated, the American
textile manufacturers would gain from
increased sales. The United States should
terminate the practice of counting US.
textile material content against Mexico's
quotas for textile and apparel imports to
the US.
RULES OF ORIGIN
In today's multisource business envi­ronment,
products can easily incorpo­rate
components originating in multiple
countries. We need clear guidelines on
what items will qualify for duty-free ben­efits
in North America. We need rules of
origin which are predictable, consistent
and transparent. Anything less will create
uncertainties, discouraging private initia­tive
and undercutting the benefits of a
free trade agreement.
Rules of origin governing the U.S.­Canada
free trade agreement have made
significant advances and should be used
as the basis for further improvements.
Using harmonized tariff system guide­lines
to develop product-specific rules to
determine country of origin will add an
element of predictability in decisions
governing duty-free trade benefits.
Where tariff classifications alone are
not sufficient to decide a product's origin,
careful consideration should be given on
a sector-by-sector basis prior to any
increases in current 50 percent US.­Canada
requirements for value content
originating in North America.
INVESTMENT
Increased investment is a top priority
of the Mexican government's economic
recovery program and Mexico should
continue to liberalize its policies on
foreign capital.
An eventual goal of the free-trade
negotiations should be to provide for
domestic treatment without prejudice
for foreign investment in the three coun­tries.
To this end, we urge further liber­alized
allowances for foreign investment
in Mexico's energy sector.
Mexico has twice the proven oil
reserves of the US. but produces only
one-third of the total US. oil output. With
its domestic demand growing at a rate of
7 to 10 percent each year, Mexico could
well become a net importer of oil and gas
by the end of the 1990s. Opening Mexico's
energy sector to foreign investment
under Mexico's terms, already done in its
secondary petrochemical industry,
would be mutually beneficial.
There is little argument that a free-
"NorthAmerica, Inc.
will become the
single mo. st pow. erf.u l
econoJnlC regwn zn
the world:'
u.s. Congressman, AZ, Jim Kolbe
trade agreement with Mexico will not
expand the opportunity and desire for
US. investment in that country. For this
reason, the FI'A should serve as an impe­tus
for concluding a bilateral accord
with Mexico covering the operations
of the Overseas Private Investment
Corporation COPIC).
OPIC insurance programs are an
important business option which pru­dent
investors view as an integral ele­ment
in their international operations.
Mexico remains one of the few emerging
nations in the free world which does not
have an OPIC agreement in place. This
denies political risk insurance and invest­ment
programs to US. company opera­tions
in that country.
With increased interest in investment,
it is imperative that such programs be
available, especially for the small and
medium-sized firms considering Mexico
as the site of their first foreign invest­ment.
While negotiations are complex, a
US.-Mexico-Canada agreement will
establish an economic environment pre­senting
enormous opportunities, as well
as challenges, for which industries in
each country must be prepared in the
years ahead. •
THUNDERBIRD FAll 1991 13
Hands-On Marketing
Students in Thunli£rbird's
marketing class help DawBrantis
in the P acijic Rim
I n an ever-changing world, it is
becoming increasingly difficult to
learn global marketing from the
classroom. Projects that bring a
real world challenge are the tool that
students need to gain valuable insight
into global marketing.
DowBrands, a division of Dow Chemi­cal,
approached Thunderbird with one
such project. Their objective was to intro­duce
an innovative packaged tomato to
the Pacific Rim. Under the supervision of
Professor Michael Woolverton, a team of
14 THUNDERBIRD FAll 1991
five Thunderbird students was selected
for the two-semester learning experience.
The marketing challenge involved the
Summerfield's tomato, a new product
currently being test marketed in the
United States. The tomatoes are derived
from a specially developed cultivar that
provides good taste, texture and coloring.
These vine-ripened tomatoes are pack­aged
in a controlled-atmosphere packag­ing
developed by Dow, which extends the
shelf life of the tomatoes by naturally
retarding their ripening process. It offers
an alternative to gas-green tomatoes
Thunderbird stu­dents
meet with
Professor Michael
Woolverton (at
right) to discuss
marketing strate­gies
for their client,
DowBrands and
an innovatively­packaged
tomato
being introduced in
the Pacific Rim.
By Giancarlo Miranda and Keeci 'Rnvnsend
which make up 90 percent of the U.S.
tomato market.
Research indicated that U.S. consum­ers
were dissatisfied with the quality
and taste of tomatoes available in the
market. DowBrands recognized the
opportunity for a special vine-ripened
tomato that would satisfy consumer
expectations.
While Dow Brands has been busy
launching their product in the U.S., the
team from Thunderbird has been given
the responsibility to research the Asian
market for possible expansion oppor­tunities.
The first step was to identify
the best markets in the Pacific Rim for
the Summerfield's tomato and then
conduct a thorough investigation of these
specific markets.
Five potential target countries were
identified: Japan, Taiwan, Korea, Hong
Kong and Singapore. After careful analy­sis,
it was determined that only Hong
Kong and Singapore were accessible due
to an assortment of government trade
barriers in the other three countries.
The attractive features of Hong Kong and
Singapore are their high disposable
incomes, growing economies, and lack
of local agricultural production, as well
as their love for imported produce.
With preliminary research completed,
the team's next step was to gather as
much information as possible about the
tomato markets in both Hong Kong and
Singapore, including market size in both
value and volume, origin of tomatoes
currently available, eating habits and
shopping habits. Interviews and focus
groups with nationals of these coun­tries
provided valuable insight into the
average consumer needs and expecta­tions
of fresh produce.
The final phase of the project is the
marketing and business plan. This phase
involves the creation of a marketing strat­egy,
a full advertising campaign and com­plementary
promotional strategy. In
addition, the group will do a complete
financial analysis. DowBrands' execu­tives
will convene on campus for the
fmal presentation of the Summerfield's
Pacific Rim project when students unveil
the complete market penetration strategy.
The Thunderbird students have had
the opportunity to experience some of
the ups and downs that an international
manager may face every day, an experi­ence
that will be invaluable in the cor­porate
world. However, the biggest
reward will come when DowBrands
implements some or all of the team's
recommendations. •
Introducing Frontline
If you were CEO for a day,
and facing a global problem,
what would you dfJ?
Picture this: You have been
chosen to sit in for the vice pres­ident
of finance of a major mul­tinational
corporation. You will
meet with six to eight others in "board
capacities" to conceptualize an actual sit­uation
faced by your multinational enter­prise,
somewhere in the world.
Called "Frontline;' a unique program
has been initiated at Thunderbird to
showcase the School's approach to inter­national
management training by bring­ing
a series of face-to-face meetings
between students and executives to
campus.
Frontline is based on the case-study
concept with several dramatic twists.
The situations under analysis are current
and the companies are real. These are not
contrived situations. Students make their
recommendations to the top-level execu­tives
actually deliberating the topic in
their board rooms.
Al Jaffe presented
six difficult situa­tions
to Thunder­bird's
Frontline
panel. Jaffe was the
former president of
Mobil Cameroon
and Mobil Venezuela
during the period
of nationalization.
He is currently presi­dent
of A.P. Jaffe
and Associates Inter­national
Petroleum
and Business Con­sultants,
DaUas.
The students' responsibilities may
involve trade and barter possibilities in
Cameroon, labor relations in Scotland,
staggered payment negotiations in Saudi
Arabia, cultural facets of joint-venture
projects with the Japanese government,
political risk assessment in Guatemala or
Venezuela, or construction of commer­cial
office space in France, Japan, or
Hong Kong.
The "board members" coordinate a
brief synopsis of their areas of respon­sibility
and present them individually to
the chairman of the board for his consid­eration.
The mock meeting becomes very
real at this point, as the man sitting at the
head of the table is the genuine chairman,
president, or executive vice president of
the existing corporation.
For the next hour or so, the stage
becomes the board room; the ambience
is hard-nosed decision making. The CEO
has lived through the situation under dis-
By Alden B McCall '92
cussion. He negotiated personally with
the Saudi royal families, experienced
frustration in France, completed barter
agreements in western Africa, or has
advised a Latin American government.
Students are told if the major points of
consideration they have presented are
germane to the issue, or if important ele­ments
were overlooked. In the end, the
students' curiosity regarding how well
textbook and classroom activities have
prepared them for reality will have had
some satisfaction.
The goal of Frontline is twofold. First,
the program provides a forum for stu­dents
to demonstrate the skills aug­mented
through the Thunderbird curric­ulum.
Second, it expands the School's
exposure to industries that may be
unaware of its unique approach to inter­national
management training. •
Executives
Appearing on
Frontline:
Dr. John Aplin
Advisor to Sara Lee, Beatrice, Marathon
Oil; former CEO, FUller Brush; former
Chairman, Graduate Business Program,
Indiana University.
Dr. Emma Brossard
Fbrmer Professor of Government; advi­sor
to Petroleos de Venezuela; author of
Petroleu'tn Politics and Pawer.
Robert Hudspeth
Executive Vice President, NCNB Bank.
Susan Morrice
Geologist and entrepreneur. Director,
Petresearch International; Director of
Exploration, Ulster Natural Resources;
President, Arium Resources; President,
Belize Natural Resources; President,
Morrice Associates.
William Pogue
Director: Bethlehem Steel, Arnerada­Hess,
Northern 1hlst Bank, and Nalco
Chemical Co.; Ex-chairmaniCEO of CBI
Industries, Inc.
Nick Renna '72
Director of NCNB Investment Banking
Company
Barre Rorabaugh
President and CEO, Everst and Jennings
International. Fbrrner Chief Operating
Officer, Weider Health and Fitness; Presi­dent
and General Manager, Huffy Sport­ing
Goods Division, Huffy Corporation.
THUNDERBIRD FALL 1991 15
• Campus News
Clayton McManaway
advises graduates
By Pam R. Selthun
Thunderbird held its commencement
off campus for the second time in recent
years at the Phoenician Resort. Because
the facility is larger than the 1,000-seat
Thunderbird Activity Center, it easily
accommodated the 170 graduates, their
families and friends.
The 170 students of the August 1991
graduating class included 12 from Japan,
Photo above:
Clayton McManaway
'59 told graduates,
"There are tremen­d011S
opportunities,
bII t also great chal­lenges
that will
require strong lead­ershipjmm
thejree
world. And this is
where Y011 come in~'
(1-r) Scmjeev S.
ChowclhunJ accepts
the BKY Awardjrom
Dean ojStlldents,
Steve Beaver.
16 THUNDERBIRD FALL 1991
five each from the Netherlands and
Thailand, and four each from Spain and
Norway.
Canadian Sanjeev S. Chowdhury, of
Halifax, Nova Scotia, won the Barton
Kyle Yount Award, given to the outstand­ing
student and named for the founder of
Thunderbird. Dean of Students Steve
Beaver said Chowdhury is the first Cana­dian
to win the prestigious award. Bilin­gual
in English and French and proficient
in Punjabi, Chowdhury has accepted a
position in the Royal Bank of Canada's
Independent Business Account Manage­ment
Training Program beginning Janu-ary
1992. In his address to his fellow stu­dents,
Chowdhury admonished them to
"be good citizens, not just good corporate
citizens. Volunteer, help the homeless,
transcribe books for the blind:'
Clayton E. McManaway '59, former
ambassador to Haiti, delivered the com­mencement
address which focused on
the changing dynamics in world politics,
America's role in the new world order,
and the need for strong international
leadership by the free world in the future.
"One of the most exciting and encourag­ing
of the new phenomena taking place in
this new world is the unparalleled spread
of democracy;' McManaway said. "Democ­racy
is on a roll: in Eastern Europe, in
Latin America, in Asia. But in many
places, the new democratic, or at least
freely and honestly elected governments,
are fragile and need protection. The
strong democracies of the free world can,
indeed must, provide that protection.
And the U.S. cannot do it alone. I'm talk­ing
about containing regional conflicts,
facing down would-be dictators, and sup­porting
newly emerging democracies,
including helping to maintain internal
stability, strengthening international
political and economic institutions.
[These are 1 tremendous opportunities,
but great challenges, that will require
strong leadership from the free world.
"And this is where you come in;' he
said. "One of the few constants in the his­tory
of this world is that democracies
tend not to go to war against each other.
Perhaps this is the only possibility for a
truly peaceful wor!d:'
McManaway finished his timely
speech with a few personal remarks
about finding ajob in what he called the
"tail end" of a recession. When he gradu­ated
from Thunderbird, known in 1959 as
the American Institute of Fbreign 1htde,
the country was in the midst of a reces­sion.
He had trouble finding a place to
begin his career, but finally ended up
where he wanted to be-the government.
McManaway is currently vice presi­dent
of international operations for the
Fairfax Group, Ltd., an international firm
that consults on corporate initiatives,
market intelligence, litigation services,
crisis management, investigations, finan­cial
research, security engineering, risk
and threat analyses, asset protection and
counterterrorism. Much of his expertise
stems from his many years of experience
in government, particularly in the U.S.
Department of State. He also served as
deputy in the office of the ambassador-at­large
for counterterrorism.
New appointments,
faculty and staff
Dr. Martin Sours has been named
interim vice president for academic affairs
pending the conclusion of a search to
replace Vice President Emeritus Clifton
Cox. Dr. Sours will serve in this capacity
until a new vice president is found, or until
June 1, 1992.
Dr. Mary Anne Critz has been appoin­ted
faculty chair in the Department of
Modem Languages for a three-year term.
She has been with Thunderbird since
1977, teaching Portuguese.
Dr. James Mills, Department of World
Business, is the new director of foreign
programs, effective spring 1992 semester.
Thunderbird has added a number of
new faculty positions this fall. Dr. David
0. Braaten has joined the Department of
International Studies as an associate pro­fessor,
Cross-Cultural Communication.
He received his Ph.D. from the University
of Southern California
Professor Thomas Taylor
Professor Richard Trimble
Dr. Carmen Vega- Carney
Dr. Matilde Pranciulli
Richard T 1hmble is an assistant pro­fessor
in the Department of World Busi­ness
teaching computer systems and
software. He has an MBA from Arizona
State University and is currently a Ph.D.
candidate in logistics and operations
management at ASH
The Department of Modem Languages
has four new faculty members. Dr.
Salvatore Federico is an assistant pro­fessor
of French and Italian and received
lhIstees elect
two new members
The Board of'llustees has elected two
new members. Cyrus F Freidheim, Jr. is
vice chairman of Booz-Allen & Hamilton,
Inc. Since 1966, he has held various posi­tions
with the firm in Chicago, New York,
Paris and Sao Paulo. Before joining Booz­Allen
& Hamilton, Inc. he was employed
Dr. David Braaten
his Ph.D. from the University of Utah. Dr.
Matilde R. Franciulli received her Ph.D.
from Ohio State University and is an
assistant professor of Spanish. Dr.
Carmen Vega-Carney, associate pro­fessor
of Spanish, received her Ph.D.
from the University of Iowa. Thomas
Taylor has joined his alma mater as a
German instructor. A 1978 graduate of
Thunderbird, Taylor is currently a Ph.D.
candidate at UCLA.
Another recent graduate, Pamela
Unternaehrer '91, is the new director of
student and alumni career services.
William F Fidler, Jr. has been appointed
chief information officer, with respon­sibilities
for Thunderbird's information
systems network, including the computer
center, information center, and adminis­trative
functions. Fidler comes to Thun­derbird
from IBM's regional head­quarters
in Hong Kong where he was
executive education manager. He has
more than 20 years experience working
with IBM worldwide in the areas of com­puter
and information systems manage­ment,
engineering and education. Fidler
holds a B.S.E. in mathematics and elec­trical
engineering from the University
of Michigan.
with the Ford Motor Company, Price
Waterhouse and Union Carbide.
Ernesto Martens is president and chief
executive officer of VITRO, Sociedad
Anonima, Monterrey, Mexico. He is also
chairman of the board and CEO of
Anchor Glass Container Corp. He joined
VITRO as vice president of their con­tainers
division in 1977 and became presi­dent
of that division in 1978. From 1958
to 1977, he was with Union Carbide
MexicanaSA
THUNDERBIRD FALL 1991 17
-FOOtnotes
tor langQage and Busi­nei.
E:;OOlll1l11Ulilcatiion COUr.ses in Japa­~~
onalstudiesand world busi-
1\EII!S:friD.1>e offered, and plans call for the
Sc::ti06l 10 have a director in residence and
to ellentually accommodate 50 students.
The new branch will open in February
1992 for the spring semester.
SPEAlCERS VIEW NAFTA
Thunderbird is actively involved in the
North American Free 'lhlde Agreement
flegOtiations currently under way. Plans
include a faculty-led seminar in Mexico
City in February, and an executive train­ing
program in
Mexioo to provide
u.s. business pe0-
ple with an oppor­tunity
10 do hands­on
training and
to make contact
with potential
Mexican business
partners.
The School's
Mexico Club has
invited a number of speakers to campus
to discuss their views on the pending
agreement. Jose Santos Gutierrez Wken,
national director of the Council of
Exporting Industries for the Republic of
Mexico, and CEO of Mezoro, one of Mex­ioo's
largest private corporations spoke
to students in July. u.s. Congressman Jim
Kolbe, co-chair of the Republican task
force on free trade, also addressed stu­dents
in July.
CAPITAL CAMPAIGN UPDATE
The capital campaign, "Building a
World of Difference;' has eI\ioyed a suc­cessful
year since it began in July of 1990.
Over $6 million in cash and pledges were
received during the fiscal year, over $3 mil­lion
of which was received in cash. The
t.otaI goal over the life of the campajgn will
be $40 million Phase I will continue into
1994 (four years) and the goal is $22 mil­lion.
It will include completion of the
International Studies building and lectnre
hall rooms, the residence hall, and a por­tinI'l
nt'thl' new information center, round­iog.~~
tbe camlPUS construction projects
t.;tWroul~ the $lOJ _1191l<: ~u:t
18 THUNDERBIRD FALL 1991
tional.~J~·
Beverly Spr~!r, 'alNl' II
John Wiley lnc. in eooperatltin
with Thunderbird. With the January­February
1992 issue, The International
Executive will become a refereedjoumal
covering topics such as human resource
management, marketing, finance, eco­nomics,
as well as political, cuIturaI, tech­nological
and environmental issues in the
global business environment. To sub­scribe,
write: John Wiley & Sons, Inc.,
Subscription Dept., 605 Third Ave., New
York, NY 10158
CALL FOR ENTREPRENEURS
The deadline is near to submit nomina­tions
for the 1992 Thunderbird Interna­tional
Entrepreneur Awards, created to
honor private profit and nonprofit enter­prises
which have shown excellence and
ingenuity in international business. The
measure of success is dependent not only
on financial performance but also on
the development of innovative methods.
Creation of substantial value added
to customers and responsiveness to
social needs will also be recognized in
FOur finalists will be selected to partic­ipate
in the Thunderbird International
Entrepreneur Conference in spring 1992,
and one finalist will be selected as Inter­national
Entrepreneur of the Year. The
deadline to submit nominations is
December 31,1991. FOr information
and nomination forms, please contact:
Dr. Dale Vor der Landwehr, Department
of World Business, Thunderbird Campus.
ITAUAN ADDED TO PROGRAM
Thunderbird's Department of Modem
Languages has added another language
to its course curriculum, bringing the
number of languages taught at the School
to ten. A beginning-level Italian course,
taught by Dr. Salvatore Federico, was
added in the fall semester and was well
received by students. In the spring, the
department plans to increase the Italian
course offerings to include second and
third-level classes.
DR. VORIS HONORED
~CAMPU$
~r Le6rlidLEvenko, dean of the
G.,.dt,late ".. ____ of International Busi-ness,
Academy of
National Economy
of the USSR, vis­ited
campus in
July to explore the
possibility of
developing a
cooperative rela­tionship
between
the schools. As a
senior administra­tor
at one of the
leading schools of international business
in the Soviet Union, Evenko presented
information on the economic and busi­ness
climate in the USSR in an open dis­cussion
with Thunderbird's student
body. He told students, "We need intellec­tual
support. Come to Russia and do busi­ness.
I think you will not regret if'
SCHOOL PRODUCES VIDEO
The School recently completed a pro­motional
video that will be available for
alumni, corporations, and prospective
students. The 13-minute tape includes
interviews with students, classroom,
board room and campus scenes, and
stresses the importance of an interna­tionally
focused education in today's
global business environment
The video was produced by Steve
Lambly, a current Thunderbird student
and owner of SL Communication Media
Development and Production, under the
direction of the Office of External Affairs.
Arizona-based Salt River Project gener­ously
contributed editing, camera and
videotape stock, as well as assistance
from a computer graphic artist at SRP
who helped create the introduction.
EGYPTlAN CONSUL VISITS
Dr. Hamdi A W. Saleh, Consul of Egypt
in San Fhmcisco, lectured on Egypt and
economic opportunities in the Middle
East in the post-Gulf War period. Saleh is
a diplomat, teacher and author, and
served in the office of Osama EI-Baz,
political advisor to Egyptian President
Mubarak between 1987 and 1989. He
spoke of a new world order that is devel­oping
and changing because of a shift in
the balance of power from an East-West
axis to a new North-South arena com­posed
of developing nations. Saleh
believes that the Arabic countries are in
a position to act as mediators between
the relations of this emerging North­South
axis.
Career Strategies
How to maximize
your assets to compete
in today's job market
Companies competing world­wide
recognize the importance
of developing strategies and
educating personnel for global
competition. That is what a Thunderbird
education is all about. The same strategy
will work to keep your career a viable
commodity in today's competitive job
market. Think creatively about your
career for today ... and next year.
A career requiring knowledge of other
cultures often results in more leader­ship
experience and a multiplicity
of options not available to other
employees. Working in this environment
provides an integration of professional
and personal goals.
You have advantages. You know how to
help a company "go global:' You already
know that culture is not limited to food,
dress and manners, but that every manag­erial
task is culturally-oriented. Peter
Drucker notes that what managers do is
the same all over the world, but haw they
do it is embedded in culture. Thday's div­erse
work force needs people with these
cross-cultural skills.
How do you turn your valuable knowl­edge
and experience into a career search
strategy applicable to new opportunities
Evaluating Car .... Opportunities Related to Goals
Company.organization
list preferences for rur
next position by ran
Geographic Location (quail)'. of I~e)
Salaryillenefrts
Staff Support
Company Information
Company Travel Abroad
Product line, services,
corporate culture Name
Trtle
Address
Budget Control
PhonelfAX
Staff supervision
Policy [)ecision-Making
Opportunity to be Par Published corporate news
(crte each article use
for c~ letters and
Reporting Line IntefVlew.;)
Organization'S Futurl
-
Knowledge, skills and
~nence related to
in both the domestic and international
marketplace? Career management
begins while you are employed ... when it
is your choice. The following tips are
offered to help you present yourself as
- one who has the ability to manage and
motivate individuals from a variety of
ethnic backgrounds.
• First, learn to "know thyself' in prep­aration
for a career change. Participate in
self-assessment workshops to take stock
of those needs and values which influ­ence
your effectiveness to an employer.
Understand the relationship of your per­sonal
attributes to your management
styles. Apply these attributes to the tasks
of problem-solving, working in team
projects and your relationships to other
personnel. Build this new knowledge into
your networking process, cover letters
and interviews.
"Businesses must
capture their
potential to remain
competitive. The
same applies to
Thunderbird
graduates:'
Kathryn Vegso, Director,
Career Services Special Projects
CompanylOrganization
Contacts (lndude AlumnO
Date of Contact
Lett er Phone Interview Thank You
I-.
By Kathryn Vegso
• Try improving communication with
your spouse who may want to join you in
this part of the process. Make your plans
in cooperation with your spouse or signif­icant
other to avoid turning dual careers
into duel careers.
• List your career goals. Consider your
experience in working under stress and
managing conflict issues. Consider your
ability to conduct business in more than
one language, Consider your goals
related to the major managerial tasks of
budget, personnel and strategic planning.
lf you lack experience in any of the basic
managerial tasks, find time now to
develop them in either your work or
through volunteer experience in profes­sional
or community associations.
• Identify the skills and knowledge
organizations are looking for through
networking and library research. Read,
read, read and make use of company
information on data bases. Dialogue,
Dow Jones News Retrieval, Dun's
Million Dollar Directory, Compact
Disclosure and Standard and Poor's
Corpomte Directory complement stock­holder
reports and business periodicals.
• Begin to put all your information
together by matching your goals and
needs with those of the organizations you
have selected. The more thorough your
research, the more likely you can identify
a select few organizations-no more
than ten. Make contact with the decision­makers
through networking leads, pro­fessional
associations, and corre­spondence,
matching your knowledge of
the company's specific operations to
your expertise.
By now you have identified some new
directions for what you want to do and
where you want to work. Find time for self­directed
learning experiences-many can
be taken to improve your current job per­formance.
This may give you opportunity
to "stretch" at work, to have more visibility,
and to show your leadership skills. Fbr
example, one employer is now at Thunder­bird
for a three-day session in preparation
for doing business in Poland. Others are
enrolled in our executive management
seminars, You will discover other learning
opportunities like videotapes and telecon­ferencing
available from major universities
and corporations.
No plan is complete without the task of
asking others to critique your communi­cation
skills. Review, too, your nonverbal
communication signs. Make use of video­tape
to polish your presentation. Ask
yourself, "Is that a person I would hire for
my staff?" •
THUNDERBIRD FAll 1991 19
-Network
LA chapter helps students
Many of us still ponder, "What do I want to be when I grow
up?" Fortunately, through a pilot program, ten students have
received a guiding hand to answer this question. With the
assistance of the Los Angeles chapter and its president, Bob
Shatz '82, along with the Student Alumni Committee, and the
Alumni Relations Office, a mentor program focusing on Japan
has been set up. The program is aimed at learning the pros
and cons of working in a Japanese company and in the future
will target the students' intended career field. The students
were selected through an application process at the end of the
summer semester.
Recently, they drove to Los Angeles to spend a day at the
mentors' offices, gaining firsthand knowledge of Japanese
companies and the time and dedication required to be suc­cessful.
They also saw how relationships between employees
in a typical Japanese corporate culture differ from those in an
American corporate organization. This helped the students
clarify perceptions and career goals.
The mentors had a broad range of experience, but most felt
that the MIM was important in two ways: it made them more
culturally sensitive, and it opened doors to new ideas. While
many of their colleagues had MBA degrees, the MIM allowed
them to work more effectively in the international market.
Mentors included: Robert Shatz '82, Flex Holdings; Whitney
Halloran '86, Nomura Securities InternathJnal; Takeshi
Sakimoto '89, ANA Real Estate; Curtis Piper '74, Nomura Real
Estate; Steven Savoldelli '80, Industrial Bank of Japan; and
John Allred '73, Bank of California. The alumni hope to
expand the program in the future.
By Phyllis O'Connor '92
Students met with
Los Angeles area
alumni recently to
participate in
the new mentor
program. Photo by
Phyllis O'Connor
20 THUNDERBIRD FAl l 1991
ARIZONA
Phoenix
Kathy Ramirez '90, newsletter editor,
reports that the Phoenix chapter has
been busy in spite of the summer heat.
Area families enjoyed a weekend in the
pines, camping under the stars, and
fishing and canoeing on Black Canyon
Lake.
First Tuesday attendees listened to
an update on current and future events
at the School, and honored 10 area
alumni representing classes from the
'40s and '50s.
CALIFORNIA
San Diego
A Cuban dinner, shopping in Mexico,
and a family picnic on Mission Bay
kept San Diego T'birds busy during the
summer months. They also had an
opportunity to attend seminars on
import/export, and "San Diego and
Asia: Partners in Growth" offered
through the San Diego Economic
Development Corporation. Tony
Savarese '74 keeps T'birds informed
of upcoming international business
events such as these through the
chapter newsletter.
ILLINOIS
Chicago
Under the leadership of Terry Arthur
'74 and Rachel Reidelbach '86, the Chi­cago
chapter presented a program,
"International Career Outlook: 'fransi­tion
in the Nineties" this falL The
speakers included Dr. Roy A Herberger,
Jr., A Paul Flask, managing director of
Korn-Ferry International, an interna­tional
recruiting firm; and Lyric
Hughes, president of1:L.1. International
Corporation, a marketing, consulting
and public relations firm with offices in
Chicago, New York, 'Ibkyo and Beijing.
The program generated revenue which
will enable the chapter to launch a
series of similar programs throughout
the year, as well as make a donation to
the SchooL
NEW ENGLAND
Peter Lamberton '79 shared experi­ences
from his recent trip to Bahia,
Sergipe and Rio de Janeiro with fellow
alums. The six-week trip was spon­sored
by the Rotary Foundation as part
of their Group Study Exchange pro­gram.
In exchange for sponsoring the
trip, Rotary asks participants to speak
about their travels at local club meet­ings
when they return.
Nominations are currently being
accepted for chapter officers and
installation of officers will take place
at the chapter's annual meeting and
holiday party on December 18.
OHIO
Cincinnati
Randy Schilling, Thunderbird's asso­ciate
vice president for development,
and Brad Leech, assistant director of
development,joined Ohio and Ken­tucky
area T'birds for a recent First
Tuesday in Mt. Adams. They gave the
group the latest news on Thunderbird
and discussed the School's future
plans, according to Joe O'Neill '80,
chapter president.
TENNESSEE
Memphis
Dave Hansen '59, Bob Hine '75, and
L. Yves Cocke '60 havejoined forces to
create a Memphis First Tuesday group.
Fifteen T'birds met at Owen Brennon's
restaurant in May. The group included
Eugena Knox '90, Karl Erdman '78,
Chris Myers '87, Jim Southern '68, J. D.
Davis '71, 'Ibdd Teichman '77, Ira Berlin
'64, Lance McInnes '90, and the Mem­phis
First Tuesday organizers.
Alumni share a pho­tographic
moment
with President Her­berger
during his
visit to Thkyo in
June. (l-r) David
Rnberts '79, Pro­fessor
Fukui, Dr.
Herberger, Ann
Kunderer '88, Jim
Bogin '85, Nancy
Baldwin-Fukumoto
'85, Kathy Ho, Peter
Boardman '84, and
Nobuko Fujita '88.
Photo by Kirk
Wuerful.
The first-ever T'bird
sojtbaJ1/barbecue
event by the Thm­agawaRiver,
1bkyo,
brought out 50
alumni, as weU as
professors and stu­dents
from lIST to
play, watch, and enjoy
the day. Spectators
included T'birdPro­fessor
Suguru
Akutsu (second
from right). Photo
courtesy of Nancy
Baldwin-Fukumoto
'85.
(l-r) Rachel
Reidelbach '86 and
Terry Arthur '74
organized the Chi­cago
chapter's pro­gram,
"Inter­national
Career
Outlook: Transition
in the '90s:' Photo by
Bobbie Boyd
Events
Thursday, May 28 to
Sunday, May 31,
1992
1992 European
Reun'ion
Brussels, Belgium
See pagefollowing
for contact
information
April to October
1992
World Exposition
1992
Seville, Spain
Contact
Virginia Miller '89
Gavial Alexander s.A.
54 481 992 Ext. 2820
Twenty T'birds
nested in a skybox
provided by the
mother-in-law of
Dave Purkrabek '77
to watch the Cincin­nati
Reds lose to the
Phillies. In spite of
the loss thelJ had a
great time visiting
and enjoying food
provided by Sally
Hough '52. Photo
courtesy of Mike
Crotty '74.
THUNDERBIRD FALL 1991 21
-Network
Events will be fea­tured
in each issue of
Thunderbird mO{}a­zine
as a service to
our readers. Dead­lineforitems
to be
included in the win­ter
1991-92 issue is
December 20, 1991.
Please send material
on upcoming semi­nars,
educational
opportunities, or
other events open to
Thunderbird alumni
to: Carol Naftzger,
Thunderbird maga­zine,
15249 N. 59th
Ave., Glandale, AZ
85306.
WASHINGTON. D.C.
Shelly Snook '85 recently became
president of the Washington, D.C.
chapter. He can be reached at (202)
205-6720. Other officers are Kathy
Parker '83, vice president; Brian
Nilsson '85, secretary; and K.C.
McAlpin '73, treasurer.
The chapter has implemented a
phone bank committee, a telephone
network to encourage alumni partici­pation
in events. The chapter goal for
1992 is to double the number of active,
dues-paying members.
First Thesdays are at Samantha's,
1823 L Street N.W Inquiries should
be directed to Lane Nelson '87,
(703) 506-0930.
BAVARIA
Eighteen Thunderbirds and guests
attended the "Thunderbird New
Orleans Riverboat Shuffle" on the
Danube in September. Organized by
Fred Koppl '51 primarily for alumni liv­ing
in the Munich area, word quickly
got around. Michael Muth '86 from Chi­cago
and Jill DeSanto from Ohio came
along, combining the event with a busi­ness
trip. Dixie jazz, good food and
spirits, and memories of Thunderbird
prevailed as they sailed through the
countryside of lower Bavaria.
Korean T'birds are
meeting monthly at
Seoul House in
Seoul. Pictured (l-r
front row) Soon
Young Kwon '90,
Seung Jin Shin '86,
Michael DeValon '89,
and Hyun Chul Choi
'90. (back row) Thm
Oh '90, Richard
Wang, and Reed
Ramlow '88. Seung
Jin Shin is the chap­ter
president.
22 THUNDERBIRD FAll 1991
HUNGARY/CENTRAL EUROPE
The first meeting of the Hungary/
Central European alumni group was at
the Forum Hotel in Budapest in August.
Present were Randy J. Bringol '90, Lynn
Kinkead Engstrand '79, Julia M. Fekete
'82, and Andrea Gross, a Thunderbird
summer intern in the area.
The group plans to establish a Cen­tral
European alumni network by
meeting in the different capital cities
of the region every other month. For
information, please contact Lynn
Engstrand at 36-1-175-8771 or FAX
36-1-156-1327. Alumni located in Hung­ary,
Poland, Romania, Bulgari, USSR,
Yugoslavia, and Czechoslovakia are
invited to attend.
SPAIN
Madrid
An alumni reunion picnic was held
at the home of Carlton Foust '71 in
suburban Madrid. The turnout was
excellent with more than 20 alumni in
attendance.
TAIWAN
Bernard S. Wathen '88 is the new
president of the Taiwan chapter. Chap­ter
get-togethers are being held on the
first Friday of the month in the Sher­wood
Hotel, Taipei. There are currently
79 members in the area.
The 1992
European Alunmi
Reunion:
BRINGING THE BEST TOGETHER
May 28-31, 1992
Brussels, Belgium
Make plans now for the 10th anniver­sary
of the Thunderbird Alumni Euro­pean
Reunion featuring a tour of
Brussels and Brugges-the Venice of
the north, with boat rides on the
canals and bike rides; a tour of Ghent;
and keynote political and business
speakers focusing on the new Europe.
Make your reservation now through
one of the organizing committee mem­bers:
Curtis Fox '88 (322) 512 0040
FAX (322) 511 65 98 Robert Russell '82
(322) 6619972 FAX (322) 66198 11 Eric
DePoortere '77 (322) 241 6426 FAX
(322) 216 46 62 John Cook '79 (49)
6081-14487 FAX (49) 6081-15852 Lisa
Wiemer '87 (322) 771 6592
More than 50 T'birds Brian Nilsson '85
attended the Wash- and Lane Nelson '87
ington, D.C. chap- organized the event.
ter's annual summer Photo courtesy of
picnic held in Sep- Shelly Snook '85.
tember at Fbrt Hunt
Park near scenic Mt.
Vernon, Virginia.
The Corporate Comer
~
Universal flavors
International has
Caribbean; and
Richard K Dukes
Marcel Willems and
Ludo Cremers
became frietuis at
Thunderbird, grad­uated
together in
1989, and now work
for Procter & Gam­ble
in the same cUy,
Rotterdam,in the
same di:vision,
health and bea1tty
care, in the same
department, ad'ver­tising,
in the same
office. Willems'
acc01mt is Head &
Shoulders whi Ie
Cremers works on
Clearasil. They
three T'birds cover- '84 is employed as
ing the grobe. (l-r) managing director
Douglas G. Rash '90 for the Asia/PacifiC
are a/$O actively
invotvedin
recruiting Dutch
studentsfor
Thunderbird.
is regional man- area. Universal
ager, South Amer- flavors is based
ica; David L. Schisla in Indianapolis.
'87 is the regional
manager for the
Pieter Vos '58 orga­nized
a two-day con­f
erence on Europe
1992 in Cedar Falts,
Iowa recenUy.
Among the many
u.s. and interna­tional
speakers were
Thunderbird's Dr.
Beverly Springer,
John Jagoe '64,
author of Export
Sales and Marketing
Manual and presi­dent
of Export USA
publications, and
John Grundstad '74,
deputy manager of
Deutsche Bank AG
in Chicago. Shown
(l-r) Jerry Chaff ee
'62, Vos, Harriet Vos
'58, Dr. Springer,
Jagoe, and
Grundstad.
Photo courtesy of
Pieter Vos.
THUNDERBIRD FALL 1991 23
·Updates
Ann Lockledge '55
John T. Thng '64
Peter Wallin '73
24 THUNDERBIRD
1947-1951
Donald Gee '47 is a vice president of the
international department, First Interstate
Bank of Arizona. Don Groves '49 will be fin­ishing
an assignment in Key West, Florida for
the U.S. Navy in October. His latest book, The
Oceans, has recently been translated into
Japanese. John R. Timmel '51 has retired
from the banking industry and is living in
Palm Beach Gardens, FL.
REUNION
November 1992
1952
George S.w. Cumpston '52 is a sales asso­ciate
with Hill and Associates Real Estate
located on Emerald Isle, NC.
1953-1961
Cynthia Choyce '53 lives and works in
Coral Gables, Florida. She is a Realtor associ­ate
with Esslinger Wooten Maxwell. Edward
E. Hillock '55 is a senior buyer at Seagate
Technologies and lives in Oklahoma City, OK.
Ann Lockledge '55 is an associate pro­fessor
at the University of North Carolina
School of Education in Wilmington, NC.
William H. Ryan '55 retired in April from
Citibank after 36 years. He is now a vice pres­ident
of Austrobank Overseas Ltd., an affili­ate
of Banco del Austro of Ecuador. He and
his wife, Norma, live in Miami, FL. William
W. Walker '58 is employed by the U.S. Treas­ury
Department and lives with his wife, Pat,
in Greensboro, NC. Sydney A. Kessler '59
has retired from SINK International Ltd. and
is living in Miami, FL. George L. Reeves '59
is managing director of Latin American Debt
Management Associates, Inc. in Miami, FL.
C. Robert Thompson, Jr. '59 and his wife,
Deborall, live in Reno, Nevada. Bob works as
the general sales manager for KOLO-Tv, an
ABC affiliate. Barry Bobbitt '61 is manag­ing
director of Genesis International in Buck­inghamshire,
England. Robert H. Fetner,
Jr. '61 is senior vice president at Citizens
and Southern National Bank. He and his fam­ily
have welcomed two new grandchildren in
the last two years. He lives in Lilburn, GA.
Charles A. Neustadt '61 is the president of
Charles A. Neustadt and Associates, a man­agement
consulting firm that handles enter­tainment
and public facilities, such as
convention centers. He and his wife, Sally,
live in Baltimore, MD. Pat O'Sullivan '61
is the owner of an electronic billing ser-vice
for physician insurance and lives in
Las Vegas, NY.
REUNION
November 1992
1962
J.S. Beldon '62 was named managing direc­tor
of Goodyear's operations in TUrkey. He
and his wife are enjoying living in Istanbul.
Walter F. Patterson '62 is president of
Wally Patterson Global Enterprises, an inter­national
sales management agency. He and
his wife, Barbara, live in Evansville, IN.
1963-1966
Charles Dial '63 is the owner of Dial Pro­duction
Co., an oil and gas production, and
sales company. He and his wife, Natalie, live
in Cleveland, OK. Edward Saenz '63 is the
vice president, international division, for Sur­gilase,
Inc., a surgical laser manufacturer. He
lives in Westport, CT Robert Andrews '64 is
the chief executive officer for Asian Studies
FALL 1991
and Services. He lives in Bangkok, Thailand.
John DeLucia '64 is president of Acorn
International, Inc., a multiproduct export
company. He lives and works in Miami, Fh
Richard H. Elliston '64 is the president of
Intermart SIC Ltda., a company that develops
shopping centers. He and his wife, Nidia, live
in Sao Paulo, Brazil. John Thng '64 is a con­sultant
on developing business in China for
FMC Corporation. He and his wife, Joan, live
in Fairfield, CT Steven Crane '65 is director
of planning, AsialEastern Europe, for Pepsi­Cola,
International. He lives in Hong Kong
with his wife, Debbie. John L. Shepherd '65
is a financial planner for IDS Financial Cor­poration
and works in Eden Prairie, MN.
George A. Holden '66 is the president of
Robert E. House, Inc., a distributor of ceiling
components for the space industry. He lives
in Cooper City, FL. James H. Koessler '66 is
the Peace Corps director for the country of
Paraguay. He and his wife, Eva Maria, can be
contacted through the American Embassy.
Chris J. Matlon '66 is a senior vice presi­dent
at Chase Manhattan Bank in New York.
He and his wife, Becky, live in Bronxville, NY.
1967
REUNION
November 1992
Peter Feddersen '67 will be based in
Karlsruile, Germany, near Heidelberg for the
next three years. He will continue to work
for G. PreIT\iee, Ltd. as vice president of the
grain business. Victor C. Fontaine '67 and
his wife, Karin, live in Singapore where he is
AsialPacific director for Grove Worldwide, a
manufacturer and distributor of cranes and
other manlift products. Jim Haas '67 is
president of Concorde Mortgage Association,
Inc., a mortgage firm. He lives and works in
Coral Gables, Fh John Moynier '67 is the
chief executive officer of Sonoma Pacific
Wine Co. He lives in Napa, CA.
1968-1971
John H.B. Harriman '68 is vice president of
First Interstate Bank International in Miami,
FL. He and his wife, Beatriz, live in Coral
Gables, FL. Philip F. Moore '68 is the owner
of Moreno Valley Welcome, an advertising
and public relations firm in Moreno Valley,
CA. Juan A. Barro '69 is director of finance
at American Express Company in Miami, Fh
Steven M. Friedheim '69 is executive vice
president and chief operating officer for
WFXG-TV in Augusta, GA. Deborah Hart­shorne
Nisldn '69 whose husband, Shale,
died in 1988, has returned from spending the
1990/91 school year in Jerusalem where she
and her children survived the war and learned
Hebrew. They live in Miami Beach, FL. Larry
E. Nelson '69 is now self-employed as a con­sultant.
He and his wife, Lucile, live in Miami,
Fh Dallas K. Allison '70 is managing direc­tor
of Stonehenge Capital Group, Ltd., an
acquisitions fmn. He and his wife, Lauren,
live in Lafayette, CA. Phil Blaisdell '70 has a
new position as manager of export develop­m~
nt for Teekanne GmbH of Dusseldorf,
Germany. Levie De Leeuw '70 manages A &
MOe Leeuw, a textile wholesaler in The
Netherlands. C. Norman Hansel '70 works
in London as a portfolio manager for Swiss
Bank Corporation PM!. W. Dana Juett '70
and his wife, Gwynne, are living in England
where he is enrolled in the Ph.D. program at
City University Business School in London.
Susan H. Schaefer '70 is employed by the
Federal Deposit Insurance Corporation as
an accoUllt officer. She and her husband,
Eugene Crowder, live in San Antonio, TX.
Hardy Thomsik '70 after many years of
travel to the Middle East, Taiwan, and China,
is living on the Hawaiian island of Kauai
where he is a service manager for Tholmaster
Hawaii. Charles M. Weeks '70 is the direc­tor
of a restaurant franchise, Fbster's Holly­wood,
in Malaga, Spain. He and his wife,
Beatriz, live in San Diego, CA. Dennis W.
Harte '71 works as a major accounts man­ager
for DuPont. He and his wife, Juanita,
live in Moraga, CA. Martin Lakocinsld '71 is
the owner of Unicorn Yacht and Ship, a yacht
brokerage firm in Ft. Lauderdale, FL. Robert
H. Nichol '71 is a director of strategic'plan­ning
for General Motors at their Saginaw,
Michigan, division. Lance M. Renault '71 is
director of development for ALM Interna­tional,
a medical support agency. He and his
wife, Susan, live near Greenville, Sc.
1972
REUNION
November 1992
Richard M. Delaney '72 is executive vice
president at RM Enterprises, a business
development consulting firm. He and his
wife, Kathy, make their home in Grand
Rapids, MI. Wilfredo J. Montejo '72 is pres­ident
of Montejo Enterprises, Inc., a com­pany
that exports photographic machinery,
equipment, and supplies. He and his wife,
Barbara, live in Miami Beach, Fh Fariborz
H. Safinya '72 is an associate and market­ing
director with Jeanne Baker Realty!F.H.
Safinya Designs in Miami, FL.
1973-1974
Michael Deming '73 is self-employed and
handles promotional accessories. He resides
in Longmont, CO. Larry Heartburg '73 and
his wife, Jean, recently vacationed in Puerto
Vallarta with classmates Sam and Ulla Wolf
'73 whom they had not seen in 19 years.
Heartburg is involved in debt negotiations in
Phoenix and Wolf is the president of Wolf &
Wolf, a feed-potato brokerage firm in Amster­dam.
Ernest L. Kangas '73 was named
president of CIA Insurance Associates, Inc.
in July. CIA is an insurance broker that spe­cializes
in export credit and political risk
insurance. It is a division of Hogg Group,
London, one of the largest brokers of expOlt
credit and political risk insurance through­out
the world. He lives in Ramon, CA. Brian
A. Kawakami '73 is a vice president of First
Boston Corporation and is based in New
York. Steve P. Sischka '73 is vice president
of Olson Grain Corporation and lives in Pre­scott,
Arizona. He recently earned his private
pilot's license. Peter R. Wallin '73 is a group
representative with Midland Bank in Ven­ezuela,
and has taken on the additional role
of regional director for the bank's invesment
banking business in northern Latin America.
He, his wife Sandy, and their four daughters
moved to Key Biscayne late last year when
Midland Montagu opened a representative
office in Miami, FL. Kenneth G. Anderson
'74 lives in Rancho La Costa, California, with
his wife Kathy and two children. He owns
OCISD Film and Video News, a trade publica­tion.
He is also partners in Videotape
Archives and in Orange County Post, a
broadcast editing facility in Jrviue, CA. Linda
Andris '74 is the office manager for Ace
Plating Co., Inc. She lives in Yonkers, NY.
Neal W. Baker '74 lives with his wife, Quina,
in Mexico City. He is the president of a
publishing company, Rim, S.A. Roberto G.
Bradford '74 is the director of R.G. Bradford
Representatives, a consulting agency in Rio
de Janeiro, Brazil. Thomas R. Frech '74 is
employed by Taco, Inc. as international busi­ness
development manager. He and his wife,
Dorothy, live in Creekside, PA. William N.
Paty '74 is vice president and manager at
Daiwa Bank Ltd. He and his wife, Diane, live
in Miami, FL. Gary E. Payne '74 is president
of Inter-American Quality Fbods, a company
which imports processed fruits and vegeta­bles.
He and his wife, Joyce, live in San
Antonio, TX. Robert S. Phaneuf '74 and
his wife, Judith, live in Waukesha, Wisconsin.
He is a product manager for Wackor Corpora­tion,
a construction equipment firm . William
L. Valenti '74 is working in Hong Kong as
managing director for Riggs Asia Ltd. John
W. Wicker, Jr. '74 is manager of interna­tional
sales administration for AGPA Corpo­ration,
a computerized language systems
firm. He and his wife, Barbara, live in
Jamaica Plain, MA.
1975
Brian V. Coleman lives in Raleigh, North
Carolina, and works for Goodmark Fbods,
Inc. in Asian sales and marketing. Ole B.
Dam is self-employed as an educational con­sultant.
He is based in Fogelsville, PA. Alan P.
Goode and his wife, Pamela, announce the
birth of twin daughters born May 13, 1991.
Goode is a senior insurance examiner for
the state of New Hampshire. David C.
Heslington will serve for three years as
president of the Sevilla, Spain Mission for the
Church of Jesus Christ of Latter-Day Saints.
Robert F. Hine is vice president/principal of
Sparks Companies, Inc. in Memphis, TN.
John W. Hoffmann is vice president of mar­ket
development for Payphone Systems, Inc.
He lives with his wife, 1iudie, in Gallup, NM.
Karim F. Kawrny is sales operations direc­tor
for Pepsi-Cola International in Cairo,
Egypt, where he lives with his wife, Susan.
Herbert M. Kelly is a supervisor of the sci­entist
and engineer salary program at the
Lawrence Livermore National Laboratory. He
and his wife, Sanae, live in Livermore, CA.
George McCleary is executive vice presi­dent
of Emergency Medical Services Associ­ates.
He and his wife, Judy, live in Coconut
Grove, FL. Stephane Pelaprat is sales man­ager
of Management Control and Mainte­nance
S.A., a chemical transportation
company in Geneva, Switzerland. He and
his wife, Lisa, live in Echenevex, France.
Naserodin H. Shooshtori is a professor of
business management at the A-Zahra Univer­s
ity, Yanak, in Tehran, Iran. Richard A.
Storch is president and owner of Storch
International, Inc., a firm that handles raw
materials for window covering. He lives in
Madison, WI. George Van Wageningen is
with Chevron International Oil Company as
the manager of business development for
Latin America. He and his wife, Karyl, live in
Danville, CA.
1976
Javier R. Alanis is beginning his senior year
for a master of divinity degree at Lutheran
Seminary Program of the Southwest in Aus­tin,
TX. Franklin L. Cornelius is employed
by the Pasha Group as move coordinator. He
is living in Long Beach, CA. Alan Edmonds
is a licensed customs house broker. He
works in Boston, Massachusets, as import
manager for Yusen Air and Sea Service, a
world-wide import/export company. Mark
A. Emkes is the managing director of
BridgestonelFirestone Mexico. He and his
wife, Marie Concepcion, live in Akron, Ohio.
Peter C. Fenichell is working in Jakarta,
Indonesia as a contracts manager for Sebina
Drilling, a company which constructs dril­ling
rigs and supplies oil field service.
Clifton Flenniken is an assistant treasurer
with Aegon US.A., an insurance holding com­pany.
He lives in Glen Arm, MD. Steven R.
Hering is president of Inte rnational Capital
Resources and lives in Columbus, OH. C.w.
Patterson is self-employed at C.W Patterson
Sales. He and his wife, Evey, have a daughter
age 2 and a ~-year-o ld son. David R. Riddick
is the regional manager, Latin America inter­national
operations, for Software AG. He is
based in Reston, VA. Thm Ringdahl works as
director of international sales and ma rketing
for NMT Corporation, a distribution service
for computer software and graphics. He
and his wife, Debbie, make their home in
Onalaska, WI. Robert Shanks is director of
business development for Fbrd Motor's Asia­Pacific
Operations. He lives in Thkyo, Japa n.
REUNION
November 1992
1977
Morton R. Berger, Jr. is teaching English as
a Second Language at Thunderbird High
School in Phoenix, AZ. Wendy Black
Rodgers is a partner and president of Black
and Hayes, an international communication
firm located in Scottsdale, AZ. William S.
Brackney works in United Airline's interna­tional
marketing and sales division. He lives
in Centerville, VA. Frederick C. Bromberg
lives in Germany with his wife, Lauren,
where he is a vice president of J.P. Morgan
GmbH in Frankfurt. Mark S. Bubar is a dis­trict
manager with Tandem Computers. He
lives in Stamford, CT. Elisabeth Carr is with
at the University of St. Thomas in St. Paul,
Minnesota, as an administrator of the MBA
program. Greg Casey works as the associate
director of the Washington State Department
of Trade and Economic Development in Seat­tle.
He lives on Bainbridge Island with his
wife, Lisa. J. Christopher Doman is the
director of marketing and international sales
at A.B.C. Laboratories, a company that manu­factures
analytical laboratory instruments.
He and his wife, Phyllis Johnson '81, live in
Columbia, Mo. George D. Krempley has
been elected president and chief executive
officer of the Automobile Club Insurance
Company in Columbus, OH. Jorgen Hakon
Lie is chief executive officer of Vipha Ply­wood
Allied Industries whose office is in
Malawi. Ira London is self-employed as a
consultant. His wife, Sandy Sanderson
London '77,just had her book, Whisper oj
Treason, published. Sandy is developing an
international marketing program for Trotter
Treadmills. The family lives in Northport, NY.
Richard Mackney is an export sales man­ager
with Colt's Manufacturing Company
where he is involved in international market­ing
and sales in commercial aviation. He lives
in Longmeadow, MA. Ziya Muhamedcani
has moved back to New Jersey after seven
years in Japan and two years in Taiwan. He is
the director of marketing for a Johnson &
Johnson subsidiary, Personal Products
Worldwide. He lives in Plainsboro. Nelle A.
Newton is an account supervisor with US.
Communications Corporation in Min­neapolis,
MN. Marshall Parke is managing
director for Manistee Ltd., an investment
bank. He and his wife, Veronique, live in
Bangkok, Thailand. David J. Purkrabek is
the owner of Mertech International Company
and is an international manufacturer's repre­sentative.
He lives and works in Fairfield, OH.
1978
Pierre Bachoc has left the corporate world
after 13 years, 12 of which were abroad, to
become an entrepreneur. He is now a partner
in AgPro, a commercial insurance brokerage
that specializes in agribusiness. His focus is
on export coverage for California's $4 billion
export market. His office is in Han ford, CA.
Roberta Bruce Reiss is self-employed as a
financial consultant. She and her husband,
Urich, live in Frankfurt, Germany. Daniel
Bruno is the director of European sales for
AEG AG, a subsidiary of Daimler-Benz. He
works in the industrial automation division
and is responsible for operations in Western
and Eastern Europe and the Middle East. He
lives in Munich, Germany. Karl Erdman is
tile owner of Connect US.A., a consulting,
import and wholesale firm. He lives in Mem­phis,
TN. Gail Goggin is executive director
of Gables Executive Offices, a firm that mar­kets
and leases office space and selvices in
Coral Gables, FL. Michael L. Goss is a
senior vice president at Marsh & McLennan,
Inc. He resides in Scottsdale, AZ. Michael J.
Graham is president of Utility Supply of
America, Inc., a company that sells water and
wastewater parts through its national cata­log.
He and his wife, Wendy Graham '78,
live in Winnetica, IL. John F. Jones is the
executive director of international corporate
fin ance at Norwest Bank in MinneapoliS. He
and his wife, Susan K. Jones '78, live in
Shorewood, MN. Karen S. Ostroski is an
a nalyst at First Wisconsin National Bank in
Milwaukee, WI. T.J. Rectenwald is a refugee
affairs officer with the United Nations Relief
and Works Agency. He lives in Gaza. Jeb S.
Syler is president of Syler Sales Manage­ment,
Inc. , a livestock marketing and export
company. He and his wife, Dilia, live in
Brenham, TX. Mariya Thohey Fogarasi and
her husband, John, have a new daughter,
Christina, born June 25. They live in Thronto,
Canada. Jack Ross Williams works as a
regional manager for Select Temporary Ser­vices,
Inc. He and his wife, Lisa Marie, live in
Santa Barbara, CA.
1979
Wesley D. Bigler has a position as senior
vice president of Conceptual Fina ncial Advi­sory
and lives in Marietta, Georgia. He has
been elected to serve as the 1991-1992 preSi­dent
of the Association of International
Financial Planners. Jay Brandon has
recently moved to Portland, Oregon, and
accepted the position of dealer/sales man­ager
with Compaq Computer Corporation.
He lives in Lake Oswego. Steve W. Brown
and his wife, Jeanne Bohn, a re living in Eng­land.
Steve is the finance and administration
manager for Tridex Systems in Isleworth,
Middlesex, UK. Triad is a computer sales and
service company. James W. Hayes is the
manager of international business planning
for TRW Vehicle Safety Systems, Inc. in
Rochester, Ml. J. Anthony Holmes works
at the US. Department of State, the US.
Embassy in Havana. J . Bradford Hunter
is a senior associate of the government!
international group at DRIIMcGraw Hill. He
and his wife, Susan Swett, live near Wash­ington,
D.C., in Annandale, VA. John J.
McCuen, Jr. is the manager of domestic and
international marketing for Saco Defense
Inc., a manufacturer of machine guns and
barrels. He and his wife, Nancy, live in Ken­nebunk,
ME. Rajiv Rastogi is employed by
the US. Department of Agriculture as a finan­cial
analyst. He is working in Washington,
D.C. Robert C. Roussel and his wife, Joelle,
live in Belgium. He is an international under­writing
manager for Royal Beige in Brussels.
Michael W. Roy is European operations
marketing and sales director for Matthews
Europe, a manufacturer of identification
products. He and his wife, Jo Anne Schwen­dinger,
live in Montagny-En-Vexin, France.
Nick Tillmann is a director of European
business development and refining mar­keting
for Conoco, Inc., in Warsaw, Poland.
George Krempley '77
Z. Muhamedcani '77
THUNDERBIRD FALL 1991 25
·Updates
Philippe
Deymes '75
remains an
active Thun­derbird
suppor­ter.
He served
as a member of
tire European
alumni organi­zatUm
(TAAE)
and as chair
of tire French
chapter from
1986 to 1990.
He is an
alumni educa­tional
coun­selorand
recently spoke
withs~ts
through Career
Services open
forum with
employers.
Developing
Products
in Europe
"What is needed is real managers
- people who can lead, people to
make decisions;' says Philippe J.
Deymes '75. As Secretary-General
and Director of New Projects at
Kimberly-Clark France, in Paris,
and as an alumni educational coun­selor
for Thunderbird, Deymes is
constantly meeting future business
leaders as well as contributing to
define the company's paths in the
emerging European Community.
Philippe J. Deymes '75
Kimberly-Clark is a manufac­turer
of both industrial and con­sumer
products, including such
popular brand names as Kleenex
tissues and Huggies diapers. Its
products are constantly changing to
meet consumer demand and envi­ronmental
issues are becoming
increasingly important in new prod­uct
designs. Attention is also given
to educating the consumer.
In recent years the company has
developed a global approach which
is necessary to coordinate the
company's manufacturing opera­tions
in 19 countries, distribution in
over 100 countries, and ambitious
growth plans.
The consumer product market in
Europe is becoming more challeng­ing
because of two factors: on one
hand, the EEC is issuing directives
which should help build a uniform
market; and, on the other hand,
there is still a wide variety in con­sumer
preference and in implemen­tation
of the directives in each
individual member country.
26 THUNDERBIRD FAll 1991
Mter graduation from the Ecole
Superieure de Commerce de Paris
where he majored in international
law and trade, Deymes began his
business career as general manager
of La Maison du '!extile in Paris. He
then worked for the World Bank!
IDA in Indonesia as a management
consultant. While in IndoneSia,
Deymes met several Thunderbird
alumni and decided the School was
the right place for him.
Mter graduation from Thunder­bird,
he began his career with
Kimberly-Clark as manager of
export sales of the Schweitzer Divi­sion
in the United States and then
became the manager of new prod­ucts
and ventures of Papeteries de
Mauduit S.A., a Kimberly-Clark sub­sidiary.
In 1982, Deymes was chief
negotiator and then project man­ager
of ajoint venture project for a
paper mill in Indonesia. Mter two
years, he transferred back to France
as the director of new projects, con­centrating
on new product develop­ment
and technology transfers and
licensing. He also began handling
special assignments in China.
Having spent more than five years
in Indonesia, Deymes stresses the
importance of relying on instinct
and good sense, since one is more
on his own, often without a tele­.
phone or fax. He says his successful
career is based on skill and luck.
When Deymesjoined Kimberly­Clark
in 1976, he could not imagine
the spectacular growth and positive
changes that this company has gone
through since he joined the organi­zation.
Within the same company,
opportunities to use a variety of
skills in different cultural environ­ments
were offered to him regularly.
When working in different coun­tries,
he says it is important to be
culturally intelligent, to present
only the essential facts, to be prag­matic
and to be attentive to all
aspects of the business, particularly
quality and profit.
Deymes says that the languages
and international studies at Thun­derbird
were very important for
him because they enhanced his
business background. Moreover,
he established a network and left
Thunderbird with the idea that
"nothing is impossible:' He reads
and speaks five languages and is
studying Mandarin Chinese. While
at Thunderbird, he became inter­ested
in hot-air ballooning, a sport
he still pursues. He also el\ioys
skiing and plays bass guitar in an
amateur band.
By Phyllis O'Connor '92
1980
Sabuur Abdul-Kareem is a full-time doc­toral
student in international education at
the University of Massachusetts in Amherst.
This summer he taught in the Harvard Sum­mer
School ESL business case studies pro­gram.
Brian D. Althaver and his wife,
Chieko, are returning to Tokyo, Japan, after
two years in Seoul, Korea. He will be the
director of the Walbro Automotive Cor­poration,
Asia/Pacific office. Christine W.
Babson has been promoted to a regional
director of GTE Space net Intel11ational. She
lives in Boston, MA. Gloria Barotta Treu
has been promoted to vice president and
director of marketing information at Citicorp
Mortgage, Inc. She lives in Chesterfield, MO.
Edward Benizzi is the manager of the
finance division at John Deere Industrial
Equipment Corporation in Baltimore. He
lives with his wife, Rhonda, in Hunt Valley,
MD. Brian S. Campbell is president of the
Fragrance Outlet, a chain of retail stores.
He lives and works in Miami, FL. Frank
Corbishley is the parish priest at St.
Andrew's Episcopal Church. He lives in
Miami, FL. R. Donovan Crandall was pro­moted
to managing director, Brazil, for Nor­west
Bank International. He is also country
head and representative of Norwest Bank
Minnesota N.A. and a member of the board
of Papel e Celulose Catarinense. Donovan
and his wife, Sarah, live in Sao Paulo, Brazil,
with their first son, Andrew Failiax, who was
born in May. James S. Crawford is vice
president of phosphate trading-international
group at ConAgra International Fertilizer
Company. He lives with his wife, Valerie
Edgemon '80, in Savannall, GA. James
Cundiff is an internal auditor, Asia Pacific,
for DuPont Co. He and his wife, Rosemary,
live in Wilmington, DE. Lindsey Fessler is
self-employed as a consultant and is also the
editor of International Trade Pinance
RepOTt. He lives in Rutherford, NJ. Walter R.
Gonzales, Jr. is the education manager of
IBM's management institute in Los Angeles.
He and his wife, Annette, live in San Gabriel,
CA. Susan Gripentrog is the expOlt direc­tor
for M.LL. Export Corporation. She lives
in Evanston, 11. James F. Head is self­employed
with James F Head Insurance in
Kingwood, TX. Renee J. Ingrassia Arien
lives in San Antonio, Thxas. She and her hus­band
welcomed their third child, John, last
year. Yoshihiro Kano is a business system
specialist for Kyocera Corporation, a manu­facturer
of electronics products. He is living
in Kyoto, Japan. Stephen D. Lackey and his
wife have a second daughter, Meredith, born
in April. He is a vice president and team
leader at Mellon Bank N.A. in Pittsburgh.
Trina LadhoffKarstrom is self-employed
as a primary wool producer at Cannibal Mt.
Farm. She lives in Mudgee, NSW, Australia.
Gerard J. Maloney lives in Atlanta, Georgia,
with his wife, Meiko, and works for Kobelco
Construction Machinery (U.S.A.), Inc. as
manager of their crane product planning
group. Wilhelmus Merkx lives in The
Netherlands where he is marketing and inter­national
sales director for Smith's Food
Group B.V, a food concern whose parent
company is General Mills. Harry Moedinger
is the national sales manager for AT&T Lan­guage
Line Selviccs, a 24-hour telephone­based
language interpretation selvice. He
and his wife, Linda, live in Salinas, CA. Carol
Murphy is the controller for Jasdec Manage­ment
Company, an asset management firm.
She lives in Santa Barbara, CA. Richard
Olson is the mrulager of trade, finance and
treasury at C. Itoh & Co, America, Inc. He, his
wife, Lorraine and their three daughters res­ide
in Stamford, CT Rustom A. Ramadan is
area marketing manager of Europe, Africa,
and the Middle East for the international and
expo It division of American Standard, Inc.
He and Ilis wife, Janet K. Wohlford 'SO, live
in Bridgewater, NJ. Wendy Roberg is a vice
president in commercial lending at NOIthern
Trust Bank in Chicago. She I ives in Evanston,
IL. Dennis Roche lives with his wife,
Cynthia, in Tokyo, Japan, where he is senior
personnel manager of Federal Express's
olth Pacific region. Judith A. Rothstein is
assistant project director of the foster grand­parent
program at the Economic Oppor­tunity
Board in Las Vegas, NV Susan R.
Smith-Gulitti was married in April to
Steven J. Gulitti, a municipal bond broker.
Wedding guests included Cecila Choa '80
and Valerie Smith Maurer '79. Susan has
been employed the last four years as an offi­cer
in the personal trust division of the Bank
of New York. She and her husband live and
work in New York. Lee C. Stinson is a sales
manager with Draloric Electronics GmbH.
He and his wife, Kathryn, reside in Gauting,
Germany.
1981
Paulo Alimonda is a shareholder in a Bra­zilian
holding company that has established
a group of four independent marketing ser­vices
companies. He is director of Canal
Communication and Consulting, Ltd. and
lives in Sao Paulo. Sharon J. Arnett is a
Realtor with Arvida Realty Sales Ltd. and spe­cializes
in working with international clients.
She and her husband, Chuck, live in Boca
Raton, FL. John M. Drabier works for
Prudential-Bache as a finan cial consultant.
He and his wife, Renee, live in Helotes, TX.
Sachihiko Fujimoto is employed by Chuo
Coopers & Lybrand International Tax Office
in Thkyo, Japan. Patricia Hambrick is the
vice president of marketing for Hyde Athletic
Industries, Inc., the manufacturer of Saucony
and Sport-Bilt athletic footwear. She and her
family, including son Christopher, live in
Boston, MA. Robert Hans and his wife,
Patti, have recently returned from Cam­eroon,
West Africa where Robert has been
working with USAID to privatize Cameroon's
seed production industry and completed
negotiations with Pioneer-Hybrid of Des
Moines, Iowa, for their take-over of the seed
production in Cameroon. He and his wife
now have two daughters and are expecting
their third child in December. John Hay has
been promoted to senior product manager
for st. Jude Medical Inc. He lives in St. Paul,
MN. Sando Johnson is a regional sales rep­resentative
for Africa and the Middle East for
Balderson, Inc., a subsidiary of Caterpillar,
Inc. He lives in Brussels, Belgium. Sanjiv
Kapur is a senior investment officer at the
World Bank's International Finance Corpora­tion.
He and his wife, Sharmila, live in Wash­ington,
D.C. Billy W. Kennedy Jr. is a
merchandising specialist at Chrysler Corpo­ration.
He and his wife have a new daughter,
Nathalie Mie, born in May. The family lives in
Garden City, MI. Ignatius Khomasurya is
the president/director of his own company,
Pt Liteviva Aneka Electrik, which manufac­tures
indoor and outdoor lights in Jakarta,
Indonesia. Gray Ligon received his Ph.D. in
1990. He is an assistant professor at East Car­olina
University in Greenville, North Caro­lina,
where his duties include teaching
international marketing. Kathleen Lutz
Bergs operates a small company supplying
mines. She and her family live on a farm in
the Transvaal, South Africa. Caren P.
McCabe works and lives in Wilmington,
Delaware, where she is Midwest regional
manager of flooring systems residential
marketing for E.£. DuPont de Nemours and
Company, Inc. Jan V. Meertens has been
appointed commercial director of Holmatro
in The Netherlands. Holmatro is the leading
manufacturer of hydraulic rescue equipment
and exports 70 percent of its production to
80 different countries. Hajime Noguchi is
president of Nihon Cochlear Co. Ltd., whose
parent company is Cochlear Pty Ltd., Austra­lia,
a subsidiary of Pacific Dunlop, Ltd. He
lives in Tokyo, Japan, with his wife, Aiko.
RudolfH.A. Steenhuisen is the director of
marketing and sales for Diner's Club Nether­lands,
a subSidiary of Citibank. He and his
wife, Elizabeth, live in Vinkeveen, The
Netherlands. James R. Thomas is a group
vice president at an office automation com­pany,
Katlin Corp., in Minnesota. He and his
wife, Katherine L. Prentice 'Sl, live in
Bloomington, MN. Rick Trammel is now a
doctoral student in counseling psychology at
Arizona State University. He also has a posi­tion
as a faculty associate. He lives in Tempe,
AZ. Victor Urcuyo is vice president and
manager of Southeast Bank N.A. in Miami.
He and his wife, Marilyn, live in Coral Gables,
FL. Robert A. van Rinkhuyzen is divisional
treasurer for Hagemeyer Pte. Ltd., an impor­ter
and distributor of conSLUner lUXury
goods. He is in the company's Singapore
office. John G. Van der Moezellives in
Amsterdam and is with Theodoor Gilissen
Bankers N.V as a manager of institutional
investments. Gerard Vehmeijer is a partner
in Troy Europe Holding, an investment com­pany
in Amsterdam, The Netherlands. Kathy
Voth is the public affairs officer for the
Grand Junction District of the Bureau of
Land Management. She previously worked
for the Grand Junction, Colorado, Visitor and
Convention Bureau. She is also a taxidermy
assistant during the fall and winter hunting
seasons. Jeffrey H. Weaver lives in Newport
Beach, California, and is a pilot for Air West
Airlines. Brian K. Wilson is with Val bois
Incorporated, a real estate development firm
in Boise. He and his wife, Laura, are living in
McCall, ID.
REUNION
November 1992
1982
J . Graham Alexander married Anita Schott
this spring and a lso graduated from the Uni­versity
of San Francisco School of Law. They
live in San Leandro, CA Laura Bozich has
relocated from Chicago, Illinois, to Brussels,
Belgium. She is employed by Tellabs Interna­tional,
a manufacturer of telecommunica­tions
devices. Lisa is working as the regional
sales manager for Central Europe. Douglas
Byers is first vice president at Deutsche
Bank A.G. in New York. His and his wife,
Eliza, live in Tarrytown, NY. Robert T.
Claiborne is an investment analyst with
Orion, Inc., a specialty property casualty
insurer listed on the New York Stock
Exchange. He is responsible for high-yield
bond portfolios and restructuring troubled
credit. Cathleen Cutler is second vice pres­ident
and division controller for Sears Mort­gage
Corporation. She lives in Evanston, IL.
Marie De Lattre is living and working in
Paris. She is employed as the director for
international organizations at CIRAD, an
agricultural research agency. Brian C. Dean
has been promoted to senior business man­ager
at CPC International, Inc. He lives in
Chatham, NJ. Richard Fogth is with Interna­tional
Forest Products as marketing manager
of the newsprint and white papers division
located in Boston. He lives with his wife,
Amy, in Waltham, MA. John E. Hawes is
export/import operations and risk manager
for Systems Integrators, Inc. He lives in Sac­ramento,
CA. Christine M. Jensen Cormier
and her husband, Terry, announce the birth
of their third child, Christoffer David, in
November 1990. Christine is sti ll working in
Singapore as a consultant for the Canadian
International Development Agency. Nick
Kantor is an agent with Farmers Insurance.
He lives in Roseville, California, with his
wife, Rosemarie. David M. Miller is the
comptroller at Interstrap Corporation, a
manufactu rer of plastic strapping. His wife,
Charisse Thornton Miller 'S2, is a market
analyst with AT&T. They both live and work
in Charlotte, NC. Michael Moretti and his
wife, Anne, welcomed a new son, Marcus
William, bom in June. Kjell F.B. Oestergren
is a self-employed finan cial consultant at
INCM A.G. He and his wife, Elisabeth, live
near ZuriCh, Switzerland. Ajit Panse is mar­ket
requirements manager with Boeing Air­plane
Company and consults with European
airlines. He lives in Renton, Washington, near
Seattle and wishes all Thunderbirds, "Happy
landing:' David M. Snook lives in Thkyo,
Japan, where he works as the manager of
business planning for the consumer imaging
markets division of Kodak Japan Ltd. Lisa
Thelin received her M.D. degree from the
University of Texas Health Science Center
San Antonio Medical School in May and is
currently doing her internship at the Medical
Center Hospital in San Antonio, TX. Charles
M. Vrtis recently accepted a position as
administrative director with Drake Beam
Morin, Inc., the world's largest career man­agement
consulting firm. He is living in Evans­ton,
11. Kurt Francis Wiese is the manager
of Kunkel-Wiese, Inc., a constlUction firm. He
and his wife, Jacqueline Wiese 'SS, live in
Panama. Cliff Woodbury lives in Carson
City, Nevada, where he works as the market­ing
manager for Janles Hardie, Inc., a manu­facturer
of irrigation materials.
1983
Jack Calbert is a bibliographer at tlle
Howard-Tilton Library, Thlane University. He
lives and works in New Orleans, LA. Charles
E. Clapp III is an investment advisor for
Blackstone Management. He and his wife,
Marylin, live in Boston, MA. Dominique
Groussin moved with his wife and two
daughters to Barranquilla, Colombia. They
own a sales representative office and repre­sent
a Colombian manufacturer of electrical
materials. Catharine E. Prein lives in Chi­cago,
Illinois, and works for Federal Express
Corporation as a sales manager. Rolf Petter
Qvam is marketing director of Avanse Fbr­valtning
AS., a stock funds finn in Oslo, Nor­way.
John D. Richards has a position as a
vice president of the Bank of San Francisco.
Scott Rodner is a buyer for Gateway
Apparel in St. Louis, Missouri, where he and
his wife, Paela, live. Joanne M. Sobieray is
assistant vice president at Equitable Bank in
NOIth Miami Beach, FL. Ernst R. Verdonck
is a mergers and acquisitions consultant
for Coopers & Lybrand Management Con­sultants
in Am terdam, The Netherlands.
Brenda L. Wilcox works for Sage Marketing
Group in San Francisco, California, as vice
president of account management. Mary Pat
Wolfington Larralde and her husband,
Jesus, have a new baby daughter, Alexandt·a
Sophia, born in May. They are living in Mount
Holly, NJ. Shaozhong You is the assistant
director of the foreign investment and loan
o

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Thunderbird School of Global Management Archives, Arizona State University Libraries.

Full Text

Fall 1991
American
Graduate
School oj
International
Manage'ment
IN THIS ISSUE
2 Understanding Cultural
Difference
7 Classroom Challenge
8 Tanks and Flowers
10 Social Policy and Culture
12 Removing Barriers
14 Hands-On Marketing
15 Introducing Frontline
16 Campus News
18 Fbotnotes
19 Career Strategies
20 Network
24 Updates
32 TImnderbird Review
On the cover: Thanks to Modem
Languages Professor Akihisa
Kumayama (lejt) and Randy
Schilling, associate vice president
jor development (right),jor
illustrating a cross-cultural
communication context. Our
thanks also to Ricardo Menezes,
shown on page 3. Photos by
Jon Whitaker.
Thunderbird Magazine
Fall 1991
Quarterly magazine of the
AlUlmu Relations Office
of the American Graduate
School of International
Management, 15249 N.
59th Avenue, Glendale, 1\Z
85306 (602) 978-7135
TELEX 187123
FAX (602) 439-54.32
Assistant Vice President
for Communication
and Editor:
Nelda S. Crowell
Directm of Publications
and Managing Editor:
Carol A. Naftzger
Communication
Secretary:
Joann Toole
Design:
Pat Kenny 6raphic Design
Direc:tor of Alumni
Relations and Publisher:
Bobbie M. Boyd
Assistant Director
Alumni Relations:
Michelle Olson
Alumni Relations Staff:
.Janet M. Mueller
Executive Secretary/
Office Manager
Donna Cleland
Data Base
Administrator
Lucille Ccnsoprano
Data Entry Clerk
Jane Kidney
Secretary
Ruth E. Thompson
Adminisl.rative
Assistant
Helen Grassbaugh
Receptionist
Thunderbird Alumni
Association 1991-92
Board of Directors
and Officers
President
Stephen K. Orr '79
Secretary
Bobbie M. Boyd
Ex Officio Members
Roy A. Herberger, Jr.
Richard Snell
Board Members
John C. Cook '79
George T. DeBakey '73
Jack E. Donnelly '60
Webb F. Elkins '63
Maarten W. Fleurke '79
Stephen F. Hall '69
Thomas D. Hobson '79
William H. Holtsnider '59
LindaJ. Magoon '84
Bryan D. Manning '76
Larry K. Mellinger '68
McDiarmid Messenger '72
Peggy A. Peckham '74
Thomas A. Peterson '77
Carroll M. Rickard '56
H. Gene Wick '60
Daniel D. Witcher '50
Honorary Board Members
Josepb l\l. Klein '47
Berger Erickson '86
Thunderbird Magazine
encourages your comments
and ideas. Please send your
letters to the editor to:
Carol Naftzger, Director of
Publications, American
Graduate School of
International Management,
15249 N. 59th Ave., Glendale,
AZ85306
Cro~mgpollutionbmrieffi
"I n Germany, air pollution is
so thick that drivers often have
to turn on their headlights
in the middle of the day. In
Czechoslovakia, residents are leaving
heavily-polluted Bohemia so fast that the
government is offering them financial
incentives to stay. In Eastern Europe,
water contamination is so severe that sig­nificant
portions of those supplies that
do exist are unfit for industrial use, let
alone for drinking." These issues were
highlighted in World Watch, November­December
1988. The situation has not
changed much since then.
How do these problems relate to
Thunderbird? The School has been
awarded a $96,000 grant by the United
States Information Agency to establish a
link between Arizona, Germany and
Czechoslovakia for the primary purpose
of alleviating the environmental con­cerns
of the '90s. This "Cross Sector
Approach to Environmental Concerns"
will bring together 32 participants repre­senting
academe, government agencies,
elected officials and the private sector to
develop long-term, East-West relation­ships
and cooperation in approaching
the environmental concerns of today and
the future.
International Studies Professor Beverly
Springer is director of the grant project.
Thunderbird Professors John Conklin
and Andris Trapans are also part of the
16-member Arizona team.
The project's academic counterpart in
Germany is the Paul-Lobe Institut in
Berlin. The institute's president, Dr.
Rudiger Pieper, will serve as the Euro­pean
field coordinator. The school is a
nonprofit educational and research insti­tute
specializing in EastlWest-related
products and has forged close ties with
Thunderbird.
The Arizona team traveled to Germany
and Czechoslovakia in August for meet­ings
with their counterparts from those
countries and briefings on German and
Czech approaches to common environ­mental
concerns.
"We felt very pioneering;' says Dr.
Springer. ''There was a real rapport and
commonality among the people from the
US. and their counterparts. Not only was
there a lot of networking between the
countries, there was also networking tak­ing
place within the US. team:'
Visits to contaminated sites enabled
team members to see the problems fac­ing
these countries first hand. Donning
special protective gear, the Us. team vis­ited
an area in Germany that produced
mustard gas during World War I, nerve
gas during World War II, and was occu­pied
by both US. and Soviet troops at var­ious
times. The soil is contaminated
along with the ruijacent water table, and
documentation showing what chemicals
are involved has been lost. How do you
clean up a site when the contaminants
are unknown?
Another site had a meter of sludge
from crankcase oil and battery acid con­taminating
the soil. These pollutants had
been dumped during occupation by
Soviet troops. It too is threatening the
water table.
Air pollution from utilities has reached
critical proportions, and burning soft
coal is the culprit. However, soft coal is
also a major resource in Germany and
Czechoslovakia. Th switch to a cleaner
energy source will create substantial
cost in terms of unemployment and bal­ance
of trade in these countries.
"These environmental problems are
enormous in terms of cost and were
sobering to all of us;' says Dr. Springer.
On the positive side, the area does have
educated and concerned people assess­ing
the problems and looking for cost­effective
solutions.
In January, the US. team's counter­parts
from Germany and Czechoslovakia
will visit Arizona in January to gather
more information and visit problem
areas in the southwest desert.
The USIA grant is providing a way to
exchange information and help these
emerging countries deal with issues criti­cal
to their environment and quality
oflife. •
The School
was azvarded a
$96,000 grant
by USIA to
establish a link
betzveen Arizona,
Germany and
Czechoslovakia
to address the
environmental
concerns of
the '90s.
g
Difference
"There are truths on this side
of the Pyrenees that are
falsehoods on the other. " Pascal
Marshall McLuhan's global vil­lage
has become a reality.
The interconnected world he
envisioned in the early '60s is
here. We are connected technologically
in our international and domestic envi­ronments,
and we are bombarded daily
with new information, which holds the
potential for change. The ever expanding
world communication networks, cou­pled
with international migration of refu­gees,
and increased international travel
have created a growing need for people
to understand other cultures and to be
able to communicate effectively with
those cultures.
The ideal communicator in this global
village is described by William
Gudykunst and Young Yun Kim in their
book, Communicating with Strangers.
"The intercultural person possesses cul­tural
sensitivity, which is linked closely
with the ability to show cultural
empathy-not only to be able to step into
another person's shoes, but also to imag­inatively
participate in the other's world
view. This person has the skills to per­form
the roles required in each cultural
context competently and is able to avoid
conflicts that could result from inap­propriate
switching between cultures:'
In a broad sense, Thunderbird has
been teaching these cross-cultural com­munication
skills since the School
opened its doors in 1946 to educate World
War II veterans in the nuances of doing
business globally, although more specifi­cally
in Latin America. By combining the
components of business, foreign lan-
2 THUNDERBIRD FALL 1991
guage, and cultural awareness, Thunder­bird
was way ahead of its time in recog­nizing
the communication needs in the
global village to come.
By the late '60s, Marshall McLuhan was
preaching this theme, and the cUscipline
of cross-cultural communication was
beginning to filter into the business envi­ronment.
Companies were sending their
employees overseas and began recogniz­ing
the usefulness of having these
expatriates know something about the
customs of the country they were about
to inhabit. 1raining usually consisted of a
half-day seminar on cultural do's and
don'ts in a given society, but cUd not usu­ally
include family members involved in
the move.
By the 1970s, America's strong position
in international commerce was erocUng.
Business negotiations with other coun­tries
were often unsuccessful, and the
premature return rate of people trans­ferred
to overseas positions was rising
dramatically. Many asked to be returned
to the U.S. long before their overseas
assignments were completed, costing the
companies untold lost dollars and time.
Recognizing a problem, the U.S. Dep31t­ment
of Education gave Thunderbird a
grant in 1976 to develop a program in cross­cultural
conununication and to give semi­nars
to faculty members. At that time, Dr.
Robert Moran was one of about 10 people
who were instrumental in helping cross­cultural
communication develop as a field
within communication theory, and he was
recruited for the Thunderbird faculty to
head the grant program.
"The cross-cultural program was con­sidered
an add-on to the curriculum at
fIrst;' says Dr. Moran. Michael Byington
'78 attended Thunderbird during that
time to "learn about doing business in
international contexts. Taking the cross­cultural
communication course seemed
to me to make good sense," he says.
Byington is a professor at Teikyo
Marycrest Unjversity in Iowa, where he
teaches business administration. "The
thing that strikes me the most and has
stayed with me is the basic tenet that to
understand another culture you have to
know your own;' says Byington. "That
simple reality was really well taught by
"ll Te are getting
VVawayfrom
stereotyping
cultures ... We are
beginning to
profile people
more accurately."
Dr. Robert Moran
III­­­..
I­­­..-
­By
Carol NaJtzger
ffi
;'";!
, ___ IIiiIIIIi _ Q
THUNDERBIRD FALL 1991
Dr. Moran. We spent a little bit of time
understanding what an American is­our
need to follow the clock, to be punc­tual,
our need for accuracy, those types of
things. And then we did comparisons. Fbr
instance, American managers send their
sales people into South America and
expect instant results. In South America
it takes six months for you to get to know
your customer on a familiar basis so they
are comfortable dealing with you. And
when they say, 'Let's have a meeting
tomorrow; it may be tomorrow; it may be
the next day:'
As the cross-cultural communication
discipline has evolved over the years,
changes have occurred in the classroom
and in training programs provided to
companies. "Fifteen years ago, there was
little or no research on how multicultural
teams functioned and many lacked the
cross-cultural skills necessary to develop
effective cross-cultural relationships,"
says Dr. Moran. "For instance, many
American managers working in Indo­nesia
or other countries simply told the
Indonesians and others what to do.
4 THUNDERBIRD FALL 1991
Thday, companies are involved in team
building-a process of deepening the
understanding of how people from the
other cultures think, make decisions,
solve conflicts and work together. It is a
way of furthering good relationships
between business partners as well as
people from different cultures who work
"Even though I
wasn't fluent, I
forced myself to speak
Spanish to everybody
so I could pick up on
the jokes and become
more a part of the
inner circle:'
Theresa Miskell Sires '87
with each other. This results in a high
level of energy, creativity, and synergy:'
In the classroom, the emphasis in
teaching cross-cultural communication
moved from a comparative analysis of
the customs and courtesies of a country
to a description of what happens in the
interaction between people from differ­ent
cultures. Thaching cultural awareness
and cross-cultural communication skills
became a matter of deepening the under­standing
of how the other person thinks.
"We are getting away from stereotyping
cultures. Instead we are attempting to
identify genuine aspects of national char­acter.
We are also beginning to profile
people from a culture more accurately;'
says Dr. Moran.
Theresa Miskell Sires '87 remembers
her cross-cultural classes well. "I took
Differing Value Orientations and the
Advanced Cross-Cultural Seminar;' she
says. "My undergraduate degree was in
anthropology and my minor was cross­cultural
education, and a lot of the reason
I went to Thunderbird was for the cross­cultural
component of the degree. I
wanted to find ways to apply cross­cultural
s kills in business:'
Sires actively practices her conununi­cation
s kills in Nogales, Arizona where
she teaches and acts as counselor/
advisor to a gO-percent Hispanic student
audience Uu-ough Pima Conununjty Col­lege.
She is also a consultant and market­ing
manager to Maquila Start-Up and R.A.
Pina and Associates, directed by Rudy
Pina '68. These companies help U.S. com­parries
start up businesses in Mexico, and
provide U.S. customs consulting services.
In her spare time, she writes for the Twin
Plant News, a magazine for the maquilas.
When Sires moved to Nogales after
graduation, she became a marketing spe­cialist
for William F Joffroy, Inc., the larg­est
customs broker in Arizona. As the
first person ever hired with a master's
degree, and as the only Anglo, she was
initially met with distrust by the 50
employees working in the office. "I really
did have to practice what I learned in Dr.
Moran's class;' says Sires. "For the first
six months, I laid low, taking suggestions
from the people who had been there for
years, learning how the business ran and
how the people within the business oper­ated.
The other thing that really helped
me gain acceptance was that I spoke
Spanish all the time. Even though I wasn't
fluent, I forced myself to speak Spanish
to everybody so I could pick up on the
jokes and become more a part of the
inner circle:'
Theresa Miskell Sires '87
"The thing /ha1, strikes
me the most and has
stayed with me is the
basic tenet that to
understand another
culture you have to
know your own. "
Professor Michael
Byington, '78, (left)
teaches at Thikyo
Marycrest University
in Iowa. (Far left
photo) Dr. Robert
Momn has taught
cross-cultumt com­munication
skills to
T'birds since 1976,
and has been instru­mental
in helping the
discipline develop
as afield within com­munication
theory.
Sires is currently putting together a
cross-cultural business education pro­gram
for Pima Community College's
Nogales Education Center, fulfillin g a
longtime dream. "Nogales really needs
more educational opportunities, espe­cia
lly because of the free trade agree­ment;'
says Sires. "It would be nice to
have Nogales residents who are trained
and educated, ready to take over manage­ment
positions when new companies
come into the area instead of having com­panies
come in with ma nageme nt in
place, hiring only the lowest level
employees from the local conununity:'
From the border town of Nogales to the
European Conununity, there is a growing
awareness of the need for cross-cultural
education. Fbr instance, EC '92 will have
an impact on the way the European
countries conduct business. "A new mind
set will have to evolve for a single market
to flourish ;' says Dr. Moran. "The domi­nant
culture will have to give way to the
single markee'
In his book, Dynamics of Successful
International Business Negotiations, Dr.
THUNDERBIRD FALL 1991
"I was looking
for principles
that would
change my life. I
believe that to be
effective in this world
we need to learn to
tkal with people:'
Karen Bartel '91
Moran identifies 12 negotiating variables
tilat can influence the success or failure of
global business negotiations. "By selec­tively
categorizing information under each
of these variables, negotiators can develop
a profile tilat will show tile counterpart's
philosophy, how tiley will act and expect
others to act, what kinds oftilings are most
important to tilem, verbal and nonverbal
persuasion techniques, use of time, how
trust is established, how risk is handled:'
He then takes tile 12 variables and applies
them to negotiating in 11 countries ranging
from the USSR to Spain to Japan. "Negotia­tors
are driven by a variety of different
beliefs, concepts and attitudes witil regard
to proper approaches to tile negotiating
process;' says Dr. Moran. "What pro­cedures
and techniques are used to
achieve desired ends will be based on cus­tom,
tradition and personal preference:'
Enrollment in cross-cultural classes at
Thunderbird has increased dranlatically,
reflecting tile growing acknowledgement
of tile need to be culturally aware. Fbur
sections are now offered and Dr. David
Braaten joined tile International Studies
faculty tl1is fall as an associate professor
of cro s-cultural communication. He
hopes that his students will leave his
courses with a better understanding of
tileir own cultures, and witil a framework
for looking at otiler cultures and tile tools
to do so.
As an example of understanding a cul­ture
in depth, Braaten believes that tile
environment creates culture and cites
Japan and the United States as prime
examples. "In Japan, tile historical basis
of a rural lifestyle combined with the
6 THUNDERBIRD FALL 1991
close proximity of small agricultural
plots, required tilat each person maintain
a very cordial and tolerant relationship
with his neighbor, over whose land he
must often pass. It also required close
family relationships and reverence for
elders who were often housed in the
same dwelling.
"The U.S. immigrants, on the other
hand, rejected tileir past and believed tile
world was theirs to conquer. Indepen­dence
was the guiding principle. Our
American tileological underpinnings are
'Work hard and God will provide: We no
longer have tile tileological roots, but we
still hold on to tile work eWc. Only now it
translates into, 'What do I need to do to
get tile deal?'''
Karen Bartel '91 took an advanced
seminar in cross-cultural communica-
Karen Bartel '91
tion because she was "looking for princi­ples
that would change my life. I believe
that to be effective in this world we need
to learn to deal with people." Bartel
recently applied some of Dr. Moran's
principles when she interviewed with an
agency interested in having her set up an
in-house advertising agency for a com­pany.
Unable to find the agency's office
and late for the appointment, Bartel was
upset. After a search and a few telephone
calls, Bartel fmally connected with her
appointment. "I was furious;' she says.
"When I walked in the door, I saw two
Japanese people and instantly I knew if I
wanted to do any kind of business with
these people, I could not show my emo­tions
at all. Thinking fast, I simply said I
was disappointed that communications
were mixed up, and we talked about it. If I
had not had the experience at Thunder­bird,
I think I would have blown up in
front of tllese people. As a result of my
behavior, there is a real possibility that
I might get a position from the meeting
we had:'
Bartel created a cross-cultural com­munication
board game as her project in
Dr. Moran's class and is talking with sev­eral
companies about marketing the
game. "It combines the principles of
cross-cultural communication with cul­tural
specifics and historical items;' say
Bartel. "Called the Kumquat Zone, the
game has a target market ranging from
junior high students to business people
preparing to go overseas:'
From Dr. Moran's point of view, stu­dent
interaction in the classroom
becomes the lab for cross-cultural
studies. "The curriculum is important,
but a significant part is the learning and
the interaction taking place within the
student population:'
In the April 1991 issue of Harvard
Business Review, Percy Barnevik, the
CEO of Asea Brown Boveri was inter­viewed.
When asked to describe a global
manager he said, "Global managers have
exceptionally open minds. They respect
how different countries do things, and
they have the imagination to appreciate
why they do tilem tilat way. But tiley are
also incisive, they push tile limits of tile
culture ... they are generous and patient
and can handle the frustrations of lan­guage
barriers:'
Barnevik's description of the global
manager and Gudykunst and Young's
description of the ideal communicator
also describe the Thunderbird student
who has, like Karen Bartel, sought princi­ples
to live by in our global village. _
• Faculty Profile
Classroom Challenge
With "action learning;' T'birds
make a "product" that will
live beyond the class
Professor Robert Moran brings
a diverse background and
international experience to
Thunderbird's classroom where
he trains students to become effective
cross-cultural communicators.
Moran grew up in Toronto and
Montreal where he was an outstanding
hockey player. At 17, he passed up a
professional hockey offer to attend col­lege.
He studied philosophy and theology
for seven years and was ordained a Cath­olic
priest.
After his ordination, Moran's first
assignment in Japan blended missionary
work and his expertise in hockey. While
there, he coached the country's best
hockey team and acted as an advisor to the
Japanese Olympic team in the 1968 Olym­pic
games in Grenoble, France. He also
observed that some expatriates were able
to deal successfully with the Japanese and
some failed. Moran tried to discern the dif­ferences
between their approaches.
After five years oversea , Moran
returned to North America and attended
the University of Minnesota where he
received a Ph.D. in psychology and a
minor in cross-cultural communication.
At that time the field was just beginning
to blossom.
Moran was one of a few scholars who
were instrumental in helping cross­cultural
communication develop as a
field within communication theory. At
the time, the group included anthropolo­gists,
psychologists and political scien­tists
but no businessmen. In the early
1970s, however, as the strong U.S. dollar
position in the world economy weak­ened,
American managers learned
that without skills in managing cul­tural
diversity many organizational
problems emerged.
Moran first came to Thunderbird in
1976 on a grant to develop a program in
cross-cultural communication and to
give seminars to faculty members. "You
can't market, you can't do [mance, you
can't be a banker in isolation-one must
relate to people;' he says. "We should be
making our curriculum international in
terms of class structure, content, philoso­phy
so that the dominant Americanness
is not so prevalent. But, that is very diffi­cult
to do. It's not simply putting the word
'international' in front of marketing:'
Although cross-cultural communica-
"Thu can't market,
you can't do finance,
you can't be a banker
in isolation. Thu
must relate to people:'
By Ashia Lee '91
tion theory may be difficult to prove,
interest in the discipline continues to
grow throughout the world. According to
Moran, European managers are now say­ing,
"Is there a 'European' mentality? Is
there a 'European' style of manage­ment?"
Japanese managers are discover­ing
the benefits of improving their rela­tionships
with American, Singaporeans,
Malaysians and others.
One of Moran's goals is to write one
book per year. He has authored or
coauthored nine books in the field ,
including Managing Cultural Differ­ences,
the text he uses in the classroom.
This book is currently used at more than
130 universities in North America.
Much of the professor's material
comes from his consulting work. He con­ducts
negotiating seminars for com­panies
such as AT&T and Saudi Aramco.
Through this work he has an opportunity
to test his theory with people who actu­ally
negotiate, and learn the issues being
faced by multinational corporations. He
brings back the knowledge gained to
enrich the classroom environment, tell­ing
his students, "Here are some things I
know you need to know:' At the same
time, students are encouraged to express
their own opinions and
share their experi­ences.
Moran calls his
approach "action learn­ing:'
In addition to lec­tures,
he conducts dis­cussions
and activities
that revolve around
handouts and videos.
All of Moran's
courses teach stu­dents
how to interact
with people. In his
advanced seminar he
challenges students to
make a "product that
will live beyond the
class." In a business
curriculum filled with
quantitative and profit­oriented
courses, it is
refreshing to have a
few classes like Pro­fessor
Moran's that
teach students "as we
become better cross­cultural
communica­tors,
the world will be a
better place to live:' •
Dr. Robert Moran
THUNDERBIRD FALL 1991
and Flowers
Mary Stober and Stuart Schaag saw the coup
firsthand this summer when they interned
with a Soviet company in Moscow.
Beethoven. Static. Beethoven.
Static. Flipping the channels in
Moscow on Monday morning,
August 19, anyone could see the
regular morning television line-up had
changed. Gone were the "Today"-style
show "Yutro" and the calisthenics pro­grams
that usually aired - replaced by
Beethoven and static. It seemed strange.
Strange, yes- but not like, say, the
government had been overthrown during
the night.
Waiting for our boss in a downtown
metro station, fellow T'bird student
Stuart Schaag and I were on our way to a
sales meeting. As summer interns at
Informatik, a Soviet software house, we
were developing strategies to enhance
product sales within the USSR, and to
expand them to the United States. That
day, we were to continue negotiations
with a British distributor that was consid­ering
selling our linguistics-oriented soft­ware
through its nationwide Soviet net­work.
Learning of the coup, we realized
its implications were serious. Gorbachev,
the architect of democratic policies to
restructure the USSR and integrate it into
the global system, was out; in his place
was a military-KGB coalition whose
members feared that domestic changes
and increased Western investment threat­ened
Soviet independence.
Still, the metro and bus systems were
running smoothly. In a bookstore, people
browsed. In a crystal and china shop, cus­tomers
stood patiently in several lines,
while the sound of salespeople testing
china rang through the store. Across from
KGB headquarters, scores of mothers
maneuvered through the stuffy atmo­sphere
of Djetskij Mir, Moscow's largest
children's store, while determined chil­dren
pulled them by their skirts toward
some counter.
Our business meeting was not can­celled.
"Gorbachev is no longer presi­dent;'
explained our boss, Natasha, as we
left the metro. "But that won't disrupt our
schedule today:'
We pitched our software to its poten-
8 THUNDERBIRD FALL 1991
tial distributor, while armored tanks took
up positions on main streets, citizens
scavenged for barricade materials, and
a crowd began to gather outside the
Russian Parliament.
Moscow's eerily calm, business-as­usual
reaction reflected a desire for order
and consistency that had been intensify­ing
all summer as political and economic
conditions worsened. The struggle
between federal, state and local govern­ments
over legal jurisdiction was at a
peak, each enacting new and conflicting
legislation daily. Growing numbers of
employees had gone without a paycheck
for months ..
Rather than being more restrained,
however, Moscow this summer was like a
free-for-all, as more people pursued
bolder schemes to circumvent the sys­tem.
Black marketeers and beggars grew
increasingly aggressive and daring.
Ration tickets for sugar, alcohol, ciga­rettes,
and gasoline became an unofficial
Passersby stop at a
makeshift grave
(top photo) mark­ing
the site where
a demonstrator
died. While Boris
Yeltsin made plans
in the Russian
Parliament build­ing,
demonstrators
hastily erected
barricades, and
Russian tanks took
posi tions around
the building.
Photos courtesy of
Robert Lees '77
currency, substituting for the unreliable
ruble. Among its citizens, the USSR was
popularly perceived as a country of "fences
with locked gates, but many holes:'
Everyone was talking about civil war;
the only argument was over the timing.
One of our co-workers predicted war
within six months; another said it would
have to be in the spring, after everyone
had made it through the winter. The
dread the public felt when the "fascist"
coup leaders took power was accom­panied
by a strange sense of relief that
the waiting was finally over.
"We all knew it had to happen, we just
wish it hadn't happened this way;' busi­ness
contacts told Thunderbird alumnus
Robert E. Lees '77, also in Moscow the
week of the coup. "Maybe now at least
there will be some order;' said Natasha.
Throughout the summer, the foreign
business community had lain low, dis­playing
a "guardedly optimistic" view
toward further investment in the USSR.
As a result of decentralization, a heated
power struggle was developing between
federal, state and local officials. Foreign
representatives, accustomed to dealing
with one person, found themselves strug­gling
to build a whole network of con­tacts
just to maintain the status quo.
As the coup illustrated, in a society
where contract closings and goods
allocation rely heavily on personal con­tacts
and influence, a strong network can
be more valuable than hard currency.
Thousands of fliers from and supporting
Yeltsin were printed and distributed non­stop
those three days in August, though
Moscow was in the midst of a severe
paper shortage. When the thousands of
men, women and children gathered to
defend the Russian Parliament, the nec­essary
weapons were there to arm them.
In the USSR's fluid political environ­ment,
the main problem confronting
potential Western investors is building
this network of influential and reliable
contacts. Often, the most reliable con­tacts,
those with staying power, are
middle-management personnel without
much influence. Similarly, the most influ­ential
contact, a high-level government
official, may not be the most reliable,
since he could be swept out on the next
wave of political change. As more Soviet
republics have declared independence
from the union since the coup, foreign
investors can conclude that the highest
legal authority now rests at the state level.
At the same time, however, this rise of
republican power and the fall of the Com­munist
Party have compelled the foreign
business community to adjust to yet
another shake-up of high-level bureau­cratic
personnel.
The day after Gorbachev was returned
to power, for instance, Lees arrived at a
Moscow factory to find the Communist
Party representative cleaning out his
desk. "We told him we wanted him out of
here before the American arrived;' the
plant manager explained.
In the Russian republic, where most
foreign direct investment is targeted, Rus­sian
businessmen argue that the "person­nel
changes" resulting from the coup
mean easier business relations, and that
secure relations between business part­ners
act as insurance against the political
instability. Regardless, the most impor­tant
issue in foreign investment remains
as it was just before the coup: the most
secure foreign ventures in the USSR
remain those led by managers able to
attract and retain an optimal mix of reli­able
and influential middle- and high­level
officials.
By Mary Stober
The/irst
night of
the coup
I left the trade show a little early so I
could meet up with friends for our
weekly run. The walk along the
Moscow River to the Ukraine Hotel
took me by the Russian Parliament build­ing
where Boris Yeltsin was making his
last stand. The street outside was
blocked by large trucks on one side and
playground equipment and Steel pipes on
the other.
Around the building a small crowd of
about 500 had gathered. Theirs was a
quiet protest with only a few heated polit­ical
discussions goihg on in the comers.
Although the streets were lined with
tanks and blocked by buses, the crowd
seemed to De calm. F10wers were tied to
tank cannons, a little boy crawled in and
out of the gunner's hole, and people
climbed on top of the tanks for better pic­tures.
Was this the coup?
As we stretched for our run, Soviets
carried park benches, and anything else
that was notfastened down, into the stleelS.
By the time we returned from the run,
tanks had taken positions around,the par­liament
building. The soldiers were unpack­ing
their gear for what would be a long
night as gas trucks anived for support.
This was the coup.
My Irish friend, who lived and worked
in Moscow, and I grabbed a taxi to take us
to the Intourist Hotel next to Red Square
where we were sure the pub would be
open. Unfortunately, the streets were not
The tanks that blocked the street along
Red Square were parked so tightly that it
was impossible for a person to walk
between them. Having left the taxi here,
we crouched down and walked through
the gaps between the treads and the
ground We only made it 10 yards before
we had soldiers yelling at us and running
toward us with guns. After minutes of
negotiating and conferring with their
commander, a young armed soldier
named Sasha escorted us the quarter
mile to the Intourist Hotel As we walked
into the pub, ~ heard the cheers of fel­low
runners who cried out, "What took
you so long?"
THUNDERBIRD FALL 1991
• Viewpoint
Social Policy
andCulture
Does a country's legislation reflect its values?
There are few cultures in which
motherhood is not considered a
sacred institution. For centu­ries,
women accepted their
roles as wife and mother as their primary
raison d'etre. Large families were com­mon
and the bond between mother and
child very strong.
With the industrial revolution and over­all
modernization, women now playa
role in the labor force as well. Society has
had to adjust to this change in the status
and role of women and, until recently, lit­tle
has been done in terms of benefits and
flexibility to encourage women to enter
the work force. For this reason, many
women have to choose between work
and family. Corporations have begun to
respond to this issue by including mater­nity
leave in their benefit packages. Gov­ernments,
however, have been slow to
respond to the changing demands of
the culture.
For this reason, families have experi­enced
deterioration and the causes of
Lydia Middleton '91
is a program assis­tantjor
the Academy
jor Educational
Development in
Washington, D.C.
While at Thunder­bird,
Middleton was
editor oj DasTor.
10 THUNDERBIRD FALL 1991
this are clear. Women are marrying later
in life in order to establish a career before
having a family. Women are having fewer,
if any, children so their careers are not
interrupted. The incidence of divorce has
increased due partly because of the pres­sures
faced by women trying to balance
their dual role. Children are receiving
insufficient attention because child care
is not available to many mothers.
Clearly, governments will have to
address these pressing issues by creating
national policies to enable people with
family responsibilities to remain
employed without being subject to dis­crimination
and without conflict
between employment and family respon­sibilities.
From a cultural perspective, the
degree to which the family is central to a
culture differs in all cases. Fbr this rea­son,
an overall international policy will
probably never be possible. FUrthermore,
social policies fail to reflect the true
nature of a culture. Policies which were
originally intended to foster the family
and family values have proven to have the
opposite effect.
THE JAPANESE WOMAN
In Japan, tradition requires that the
woman withdraws from the work place
upon marriage, and she does not return
until after her children are grown. Her
role remains one of wife, mother and
guardian of the home. For this reason,
there is no policy covering maternity
leave in Japan.
As has been the case in the history of
many nations, however, Japan is now fac­ing
a labor shortage and is forced to look
at women to supply the demand for a
larger work force . Women are being
accepted into economic life, and the cul­ture
will have to adapt. In 1985, Japan
reluctantly signed an international treaty
pledging the elimination of discrimina­tion
against women.
This changing environment is forcing
Japanese society and government to
change, despite deep-seated resistance.
Policies will soon need to be enacted to
By Lydia Middleton '91
reflect the changing role of women in
society. This does not, however, negate
the fact that Japanese culture still
sees the woman's role as that of mother,
not manager.
WOMEN IN THE U.K.
Women constitute 44.8 percent of
the labor force in the United Kingdom,
although a great many of these women
only work part time. FUll-time employ­ment
opportunities for women are still
fairly limited. Current legislation provides
women with six weeks' maternity leave at
90 percent pay, with stipulations attached.
When the employee returns to work, she
is guaranteed her previous position.
During Prime Minister Margaret
Thatcher's tenure, efforts to improve
leave policies and child-care benefits
were hindered by Thatcher's belief that
"Britons should support the traditional
family-and that mothers should stay at
home while their children are young:'
British women may find a reprieve
from this conservative policy in the form
of the Economic Community's "Social
Action Program;' under which a mini­mum
maternity leave of at least 14 weeks
on full pay would be guaranteed.
The impetus for these measures has
come from EC member states who have
long had very generous and socially­oriented
parental leave policies. In the
UK, membership in the European Com­munity
will result in legislated policies
which do not necessarily reflect the
views of domestic policy makers, yet
which more accurately reflect the values
of its culture.
RUSSIA'S FEMALE WORKER
The Soviet Union provides a fascinating
case study of the role of policy in creating
cultural stereotypes. Socialism has cre­ated
a way of life which does not reflect
the true nature of the Soviet society.
Women in the Soviet Union make up
more than 51 percent of all workers and
employees. An extensive reliance on
female labor has been a central feature of
Soviet economic development ever since
the "Great Revolution." The assumption
that socialism and sexual equality went
hand in hand dominated policy for a
number of decades.
The result of the reliance on women in
the work force as a source of labor and
production resulted in a number of social
policies geared toward enhancing
women's capacity for work. One of the
most striking examples of this is the fact
that abortion was legalized in the Soviet
Union during the revolution and became
the primary form of birth control. Even
today, the average Soviet woman will
have five abortions in her lifetime. Mater­nity
leave and child-care policy have
facilitated women's ability to work as
well as have children.
In the Soviet Union, it is assumed that
the participation of women in economic
and political life will have a direct and
favorable impact on their role within the
family. This has not proven to be the case,
as evidenced by lower rates of marriage,
rising divorce rates, a tendency to marry
later in life, and declining birth rates.
Housewives in the Soviet Union bear
twice as many children as working
women. By the same token, working
women have 2.5 times as many abortions.
The single-child family is the norm in the
Soviet Union.
There seems to be a realization within
the Soviet Union that the time has come
to focus away from a woman's produc­tive
capacity in the work place toward
her dual role of worker and mother. The
clearest evidence of these changing poli­cies
can be found in Mikail Gorbachev's
statement, "We are now holding heated
debates in the press, in public organiza­tions,
at work and at home, about the
question of what we should do to make it
possible for women to return to their
purely womanly mission:'
SETTING U.S. STANDARDS
There is no federal law in the United
States granting maternity leave, either
paid or unpaid, or guaranteeing a job
once the mother returns to work. Thirty
states have laws granting unpaid leave.
Generally, policies are set by companies
as part of the benefits package. A recent
study of women in the labor force, how­ever,
found that only 33 percent of full­time
female workers were eligible for
maternity leave and 16 percent of full­time
male workers were eligible for
paternity leave.
The issue is receiving increased atten­tion
as evidenced by the fact that legisla­tion
is currently before the House and
Senate which would set minimal stan­dards
of leave which would have to be
met by all companies with less than 50
employees. Under the proposed Family
and Medical Leave Act, employers would
be required to offer as many as 12 weeks
of unpaid leave to a parent of a newborn
or newly adopted child; or to help an
employee care for a child, spouse or par­ent
who is ill.
A similar bill was vetoed by the presi-dent
last year, and the Senate failed to
come up with sufficient support to over­ride
the veto. The White House has taken
the position that parental leave benefits
should be provided, but they should be
provided either voluntarily or through
negotiations between employers and
their employees or their union.
Child care is given even less legislative
consideration than is parental leave in
the United States. Child care is left almost
completely to employer initiative, with
only nominal state and federal assis­tance.
In a 1988 study, only five percent of
Social policies
fail to rejkct
the true nature
of a culture. Policies
originally intended to
foster the family and
family values have
proven to have the
opposite effect.
full-time workers were eligible for child
care benefits subsidized by the employer,
either by providing direct day care or by
helping pay for the worker's monetary
outlay for the service.
Steven Bayme, author of Rebuilding
the Nest: A New Commitment to the
American Family, writes that the lack of
effective legislation in this area is due to
an impasse between conservatives who
preach "family values" and liberals who
advocate "family diversity:' He writes,
"Despite the apparent irreconcilability of
the two traditional positions, in truth they
share common ground - recognition of
societal responsibility to strengthen fam­ilies,
an urgency that measures be taken
immediately because of the deterioration
of current family conditions, and the rec­ognition
that America, the wealthiest and
most powerful nation in the world, lags
behind other democracies in terms of the
social support given to families to enable
them to fulfill their functions:'
His views echo the thesis that legisla­tion
is not necessarily indicative of cul­tural
value. In the end, everyone is fight­ing
to achieve the same result, yet nobody
can decide how to go about it, so ineffec­tive
legislation is enacted which does not
reflect the true culture. _
THUNDERBIRD FALL 1991 11
Removing Baniers
Canada, Mexico and the United States
are negotiating trad£,
tariffs and technology
Within a few years, a North
American Free 'frade Agree­ment
should mean that
three nations, the United
States, Mexico and Canada, will smpass
the European Community as the world's
largest single trading block.
Current developments relating to the
free-trade agreement have encouraged
strong interest on the part of many small
to intermediate-sized U.S. companies
who manufacture products ranging from
machine tools to furniture.
Th illustrate, Nova International, a $20-
million company that sells furniture and
interior design services to embassies,
hotels and conference centers around
the world, is initiating business activities
in Mexico. Nova is a new member of the
North American Free 'frade Association.
Small companies like these will have a
direct role in the success of a free trade
agreement, creating jobs and technology
needed for each of our countries to com­pete
on a worldwide basis.
The agreement being forged must con­sider
the differing circumstances of the
three nations and maintain a flexible
approach. Negotiating parties will need
to address the reduction of tariffs, the
reduction or elimination of nontariff bar­riers,
as well as investment regulations
and rules of origin.
TARIFFS
The elimination of tariff barriers will
serve as a major boost for trade activity in
North America. A symmetrical "phase
out" of tariff barriers against US., Mexi­can
and Canadian products will open
new opportunities for US. exports. Right
now, the average Mexican worker spends
approximately 15 percent of his/her
income on Us. products and services and
in border transactions. This proportion
will gain in size and significance with
increased prosperity in Mexico.
Also, elimination of tariff barriers will
provide U.S. joint venture partners in
Mexico with access to other markets in
Latin America through Mexico's mem-
12 THUNDERBIRD FALL 1991
bership in the Association of Latin Amer­ican
Integration.
Still, while progress is being achieved,
more needs to be done. The negotiators
should be prepared to revise features of
the u'S.-Canada agreement. Present
Canadian tariffs can have adverse effects
with little compensating benefit for our
economies.
Tariff barriers should either be elim­inated
or greatly reduced for all items in
the tariff schedule over a 10- to 15-year
period with schedules for specific prod­ucts
or sectors established on the basis of
their import sensitivity.
NONTARIFF BARRIERS
Restrictions such as US. steel volun­tary
restraint agreements, textile quotas
and Mexican import licensing require­ments
should be eliminated as quickly as
possible. In addition, nontariff barriers
should be abandoned in the areas of
transport, agricul.ture and textiles.
Commercial motor carriers from the
United States lack reciprocal access
within Mexico's frontier while Mexican
drivers er\ioy full and uniform access to
all US. commercial zones on the border.
This lack of reciprocity for motor carrier
operations represents a serious nontariff
barrier to trade and ur\iustifiably
increases the costs of cross-border trans-
G. Jay Van Heuven
'73 is president oj
the North Ameri­can
Free Trade
Association, a tri­national
nonprofit
organization
established to
assist members
in dealing with
concerns oJ
investment and
commerce between
the United States,
Mexico and
Canada.
By G. Jay VanHeuven '73
portation. Such vehicles should have
unrestricted access within these areas as
long as they are in compliance with com­parable
licensing, safety equipment,
insurance and tax regulations estab­lished
by each country.
In the agricultural sector, consumers
in each nation should be able to obtain
quality products at the lowest possible
cost. Negotiations should pursue further
reductions in licensing requirements
affecting 40 percent of Mexico's agri­cultural
imports from the United States
and reassess agricultural support protec­tion
programs.
Pesticide and other chemical regula­tions
need to be harmonized and based
on genuine health and safety issues, not
used as artificial barriers against the sale
of produce such as Mexican avocados in
the US.
If US. quotas on items made with US.
materials are eliminated, the American
textile manufacturers would gain from
increased sales. The United States should
terminate the practice of counting US.
textile material content against Mexico's
quotas for textile and apparel imports to
the US.
RULES OF ORIGIN
In today's multisource business envi­ronment,
products can easily incorpo­rate
components originating in multiple
countries. We need clear guidelines on
what items will qualify for duty-free ben­efits
in North America. We need rules of
origin which are predictable, consistent
and transparent. Anything less will create
uncertainties, discouraging private initia­tive
and undercutting the benefits of a
free trade agreement.
Rules of origin governing the U.S.­Canada
free trade agreement have made
significant advances and should be used
as the basis for further improvements.
Using harmonized tariff system guide­lines
to develop product-specific rules to
determine country of origin will add an
element of predictability in decisions
governing duty-free trade benefits.
Where tariff classifications alone are
not sufficient to decide a product's origin,
careful consideration should be given on
a sector-by-sector basis prior to any
increases in current 50 percent US.­Canada
requirements for value content
originating in North America.
INVESTMENT
Increased investment is a top priority
of the Mexican government's economic
recovery program and Mexico should
continue to liberalize its policies on
foreign capital.
An eventual goal of the free-trade
negotiations should be to provide for
domestic treatment without prejudice
for foreign investment in the three coun­tries.
To this end, we urge further liber­alized
allowances for foreign investment
in Mexico's energy sector.
Mexico has twice the proven oil
reserves of the US. but produces only
one-third of the total US. oil output. With
its domestic demand growing at a rate of
7 to 10 percent each year, Mexico could
well become a net importer of oil and gas
by the end of the 1990s. Opening Mexico's
energy sector to foreign investment
under Mexico's terms, already done in its
secondary petrochemical industry,
would be mutually beneficial.
There is little argument that a free-
"NorthAmerica, Inc.
will become the
single mo. st pow. erf.u l
econoJnlC regwn zn
the world:'
u.s. Congressman, AZ, Jim Kolbe
trade agreement with Mexico will not
expand the opportunity and desire for
US. investment in that country. For this
reason, the FI'A should serve as an impe­tus
for concluding a bilateral accord
with Mexico covering the operations
of the Overseas Private Investment
Corporation COPIC).
OPIC insurance programs are an
important business option which pru­dent
investors view as an integral ele­ment
in their international operations.
Mexico remains one of the few emerging
nations in the free world which does not
have an OPIC agreement in place. This
denies political risk insurance and invest­ment
programs to US. company opera­tions
in that country.
With increased interest in investment,
it is imperative that such programs be
available, especially for the small and
medium-sized firms considering Mexico
as the site of their first foreign invest­ment.
While negotiations are complex, a
US.-Mexico-Canada agreement will
establish an economic environment pre­senting
enormous opportunities, as well
as challenges, for which industries in
each country must be prepared in the
years ahead. •
THUNDERBIRD FAll 1991 13
Hands-On Marketing
Students in Thunli£rbird's
marketing class help DawBrantis
in the P acijic Rim
I n an ever-changing world, it is
becoming increasingly difficult to
learn global marketing from the
classroom. Projects that bring a
real world challenge are the tool that
students need to gain valuable insight
into global marketing.
DowBrands, a division of Dow Chemi­cal,
approached Thunderbird with one
such project. Their objective was to intro­duce
an innovative packaged tomato to
the Pacific Rim. Under the supervision of
Professor Michael Woolverton, a team of
14 THUNDERBIRD FAll 1991
five Thunderbird students was selected
for the two-semester learning experience.
The marketing challenge involved the
Summerfield's tomato, a new product
currently being test marketed in the
United States. The tomatoes are derived
from a specially developed cultivar that
provides good taste, texture and coloring.
These vine-ripened tomatoes are pack­aged
in a controlled-atmosphere packag­ing
developed by Dow, which extends the
shelf life of the tomatoes by naturally
retarding their ripening process. It offers
an alternative to gas-green tomatoes
Thunderbird stu­dents
meet with
Professor Michael
Woolverton (at
right) to discuss
marketing strate­gies
for their client,
DowBrands and
an innovatively­packaged
tomato
being introduced in
the Pacific Rim.
By Giancarlo Miranda and Keeci 'Rnvnsend
which make up 90 percent of the U.S.
tomato market.
Research indicated that U.S. consum­ers
were dissatisfied with the quality
and taste of tomatoes available in the
market. DowBrands recognized the
opportunity for a special vine-ripened
tomato that would satisfy consumer
expectations.
While Dow Brands has been busy
launching their product in the U.S., the
team from Thunderbird has been given
the responsibility to research the Asian
market for possible expansion oppor­tunities.
The first step was to identify
the best markets in the Pacific Rim for
the Summerfield's tomato and then
conduct a thorough investigation of these
specific markets.
Five potential target countries were
identified: Japan, Taiwan, Korea, Hong
Kong and Singapore. After careful analy­sis,
it was determined that only Hong
Kong and Singapore were accessible due
to an assortment of government trade
barriers in the other three countries.
The attractive features of Hong Kong and
Singapore are their high disposable
incomes, growing economies, and lack
of local agricultural production, as well
as their love for imported produce.
With preliminary research completed,
the team's next step was to gather as
much information as possible about the
tomato markets in both Hong Kong and
Singapore, including market size in both
value and volume, origin of tomatoes
currently available, eating habits and
shopping habits. Interviews and focus
groups with nationals of these coun­tries
provided valuable insight into the
average consumer needs and expecta­tions
of fresh produce.
The final phase of the project is the
marketing and business plan. This phase
involves the creation of a marketing strat­egy,
a full advertising campaign and com­plementary
promotional strategy. In
addition, the group will do a complete
financial analysis. DowBrands' execu­tives
will convene on campus for the
fmal presentation of the Summerfield's
Pacific Rim project when students unveil
the complete market penetration strategy.
The Thunderbird students have had
the opportunity to experience some of
the ups and downs that an international
manager may face every day, an experi­ence
that will be invaluable in the cor­porate
world. However, the biggest
reward will come when DowBrands
implements some or all of the team's
recommendations. •
Introducing Frontline
If you were CEO for a day,
and facing a global problem,
what would you dfJ?
Picture this: You have been
chosen to sit in for the vice pres­ident
of finance of a major mul­tinational
corporation. You will
meet with six to eight others in "board
capacities" to conceptualize an actual sit­uation
faced by your multinational enter­prise,
somewhere in the world.
Called "Frontline;' a unique program
has been initiated at Thunderbird to
showcase the School's approach to inter­national
management training by bring­ing
a series of face-to-face meetings
between students and executives to
campus.
Frontline is based on the case-study
concept with several dramatic twists.
The situations under analysis are current
and the companies are real. These are not
contrived situations. Students make their
recommendations to the top-level execu­tives
actually deliberating the topic in
their board rooms.
Al Jaffe presented
six difficult situa­tions
to Thunder­bird's
Frontline
panel. Jaffe was the
former president of
Mobil Cameroon
and Mobil Venezuela
during the period
of nationalization.
He is currently presi­dent
of A.P. Jaffe
and Associates Inter­national
Petroleum
and Business Con­sultants,
DaUas.
The students' responsibilities may
involve trade and barter possibilities in
Cameroon, labor relations in Scotland,
staggered payment negotiations in Saudi
Arabia, cultural facets of joint-venture
projects with the Japanese government,
political risk assessment in Guatemala or
Venezuela, or construction of commer­cial
office space in France, Japan, or
Hong Kong.
The "board members" coordinate a
brief synopsis of their areas of respon­sibility
and present them individually to
the chairman of the board for his consid­eration.
The mock meeting becomes very
real at this point, as the man sitting at the
head of the table is the genuine chairman,
president, or executive vice president of
the existing corporation.
For the next hour or so, the stage
becomes the board room; the ambience
is hard-nosed decision making. The CEO
has lived through the situation under dis-
By Alden B McCall '92
cussion. He negotiated personally with
the Saudi royal families, experienced
frustration in France, completed barter
agreements in western Africa, or has
advised a Latin American government.
Students are told if the major points of
consideration they have presented are
germane to the issue, or if important ele­ments
were overlooked. In the end, the
students' curiosity regarding how well
textbook and classroom activities have
prepared them for reality will have had
some satisfaction.
The goal of Frontline is twofold. First,
the program provides a forum for stu­dents
to demonstrate the skills aug­mented
through the Thunderbird curric­ulum.
Second, it expands the School's
exposure to industries that may be
unaware of its unique approach to inter­national
management training. •
Executives
Appearing on
Frontline:
Dr. John Aplin
Advisor to Sara Lee, Beatrice, Marathon
Oil; former CEO, FUller Brush; former
Chairman, Graduate Business Program,
Indiana University.
Dr. Emma Brossard
Fbrmer Professor of Government; advi­sor
to Petroleos de Venezuela; author of
Petroleu'tn Politics and Pawer.
Robert Hudspeth
Executive Vice President, NCNB Bank.
Susan Morrice
Geologist and entrepreneur. Director,
Petresearch International; Director of
Exploration, Ulster Natural Resources;
President, Arium Resources; President,
Belize Natural Resources; President,
Morrice Associates.
William Pogue
Director: Bethlehem Steel, Arnerada­Hess,
Northern 1hlst Bank, and Nalco
Chemical Co.; Ex-chairmaniCEO of CBI
Industries, Inc.
Nick Renna '72
Director of NCNB Investment Banking
Company
Barre Rorabaugh
President and CEO, Everst and Jennings
International. Fbrrner Chief Operating
Officer, Weider Health and Fitness; Presi­dent
and General Manager, Huffy Sport­ing
Goods Division, Huffy Corporation.
THUNDERBIRD FALL 1991 15
• Campus News
Clayton McManaway
advises graduates
By Pam R. Selthun
Thunderbird held its commencement
off campus for the second time in recent
years at the Phoenician Resort. Because
the facility is larger than the 1,000-seat
Thunderbird Activity Center, it easily
accommodated the 170 graduates, their
families and friends.
The 170 students of the August 1991
graduating class included 12 from Japan,
Photo above:
Clayton McManaway
'59 told graduates,
"There are tremen­d011S
opportunities,
bII t also great chal­lenges
that will
require strong lead­ershipjmm
thejree
world. And this is
where Y011 come in~'
(1-r) Scmjeev S.
ChowclhunJ accepts
the BKY Awardjrom
Dean ojStlldents,
Steve Beaver.
16 THUNDERBIRD FALL 1991
five each from the Netherlands and
Thailand, and four each from Spain and
Norway.
Canadian Sanjeev S. Chowdhury, of
Halifax, Nova Scotia, won the Barton
Kyle Yount Award, given to the outstand­ing
student and named for the founder of
Thunderbird. Dean of Students Steve
Beaver said Chowdhury is the first Cana­dian
to win the prestigious award. Bilin­gual
in English and French and proficient
in Punjabi, Chowdhury has accepted a
position in the Royal Bank of Canada's
Independent Business Account Manage­ment
Training Program beginning Janu-ary
1992. In his address to his fellow stu­dents,
Chowdhury admonished them to
"be good citizens, not just good corporate
citizens. Volunteer, help the homeless,
transcribe books for the blind:'
Clayton E. McManaway '59, former
ambassador to Haiti, delivered the com­mencement
address which focused on
the changing dynamics in world politics,
America's role in the new world order,
and the need for strong international
leadership by the free world in the future.
"One of the most exciting and encourag­ing
of the new phenomena taking place in
this new world is the unparalleled spread
of democracy;' McManaway said. "Democ­racy
is on a roll: in Eastern Europe, in
Latin America, in Asia. But in many
places, the new democratic, or at least
freely and honestly elected governments,
are fragile and need protection. The
strong democracies of the free world can,
indeed must, provide that protection.
And the U.S. cannot do it alone. I'm talk­ing
about containing regional conflicts,
facing down would-be dictators, and sup­porting
newly emerging democracies,
including helping to maintain internal
stability, strengthening international
political and economic institutions.
[These are 1 tremendous opportunities,
but great challenges, that will require
strong leadership from the free world.
"And this is where you come in;' he
said. "One of the few constants in the his­tory
of this world is that democracies
tend not to go to war against each other.
Perhaps this is the only possibility for a
truly peaceful wor!d:'
McManaway finished his timely
speech with a few personal remarks
about finding ajob in what he called the
"tail end" of a recession. When he gradu­ated
from Thunderbird, known in 1959 as
the American Institute of Fbreign 1htde,
the country was in the midst of a reces­sion.
He had trouble finding a place to
begin his career, but finally ended up
where he wanted to be-the government.
McManaway is currently vice presi­dent
of international operations for the
Fairfax Group, Ltd., an international firm
that consults on corporate initiatives,
market intelligence, litigation services,
crisis management, investigations, finan­cial
research, security engineering, risk
and threat analyses, asset protection and
counterterrorism. Much of his expertise
stems from his many years of experience
in government, particularly in the U.S.
Department of State. He also served as
deputy in the office of the ambassador-at­large
for counterterrorism.
New appointments,
faculty and staff
Dr. Martin Sours has been named
interim vice president for academic affairs
pending the conclusion of a search to
replace Vice President Emeritus Clifton
Cox. Dr. Sours will serve in this capacity
until a new vice president is found, or until
June 1, 1992.
Dr. Mary Anne Critz has been appoin­ted
faculty chair in the Department of
Modem Languages for a three-year term.
She has been with Thunderbird since
1977, teaching Portuguese.
Dr. James Mills, Department of World
Business, is the new director of foreign
programs, effective spring 1992 semester.
Thunderbird has added a number of
new faculty positions this fall. Dr. David
0. Braaten has joined the Department of
International Studies as an associate pro­fessor,
Cross-Cultural Communication.
He received his Ph.D. from the University
of Southern California
Professor Thomas Taylor
Professor Richard Trimble
Dr. Carmen Vega- Carney
Dr. Matilde Pranciulli
Richard T 1hmble is an assistant pro­fessor
in the Department of World Busi­ness
teaching computer systems and
software. He has an MBA from Arizona
State University and is currently a Ph.D.
candidate in logistics and operations
management at ASH
The Department of Modem Languages
has four new faculty members. Dr.
Salvatore Federico is an assistant pro­fessor
of French and Italian and received
lhIstees elect
two new members
The Board of'llustees has elected two
new members. Cyrus F Freidheim, Jr. is
vice chairman of Booz-Allen & Hamilton,
Inc. Since 1966, he has held various posi­tions
with the firm in Chicago, New York,
Paris and Sao Paulo. Before joining Booz­Allen
& Hamilton, Inc. he was employed
Dr. David Braaten
his Ph.D. from the University of Utah. Dr.
Matilde R. Franciulli received her Ph.D.
from Ohio State University and is an
assistant professor of Spanish. Dr.
Carmen Vega-Carney, associate pro­fessor
of Spanish, received her Ph.D.
from the University of Iowa. Thomas
Taylor has joined his alma mater as a
German instructor. A 1978 graduate of
Thunderbird, Taylor is currently a Ph.D.
candidate at UCLA.
Another recent graduate, Pamela
Unternaehrer '91, is the new director of
student and alumni career services.
William F Fidler, Jr. has been appointed
chief information officer, with respon­sibilities
for Thunderbird's information
systems network, including the computer
center, information center, and adminis­trative
functions. Fidler comes to Thun­derbird
from IBM's regional head­quarters
in Hong Kong where he was
executive education manager. He has
more than 20 years experience working
with IBM worldwide in the areas of com­puter
and information systems manage­ment,
engineering and education. Fidler
holds a B.S.E. in mathematics and elec­trical
engineering from the University
of Michigan.
with the Ford Motor Company, Price
Waterhouse and Union Carbide.
Ernesto Martens is president and chief
executive officer of VITRO, Sociedad
Anonima, Monterrey, Mexico. He is also
chairman of the board and CEO of
Anchor Glass Container Corp. He joined
VITRO as vice president of their con­tainers
division in 1977 and became presi­dent
of that division in 1978. From 1958
to 1977, he was with Union Carbide
MexicanaSA
THUNDERBIRD FALL 1991 17
-FOOtnotes
tor langQage and Busi­nei.
E:;OOlll1l11Ulilcatiion COUr.ses in Japa­~~
onalstudiesand world busi-
1\EII!S:friD.1>e offered, and plans call for the
Sc::ti06l 10 have a director in residence and
to ellentually accommodate 50 students.
The new branch will open in February
1992 for the spring semester.
SPEAlCERS VIEW NAFTA
Thunderbird is actively involved in the
North American Free 'lhlde Agreement
flegOtiations currently under way. Plans
include a faculty-led seminar in Mexico
City in February, and an executive train­ing
program in
Mexioo to provide
u.s. business pe0-
ple with an oppor­tunity
10 do hands­on
training and
to make contact
with potential
Mexican business
partners.
The School's
Mexico Club has
invited a number of speakers to campus
to discuss their views on the pending
agreement. Jose Santos Gutierrez Wken,
national director of the Council of
Exporting Industries for the Republic of
Mexico, and CEO of Mezoro, one of Mex­ioo's
largest private corporations spoke
to students in July. u.s. Congressman Jim
Kolbe, co-chair of the Republican task
force on free trade, also addressed stu­dents
in July.
CAPITAL CAMPAIGN UPDATE
The capital campaign, "Building a
World of Difference;' has eI\ioyed a suc­cessful
year since it began in July of 1990.
Over $6 million in cash and pledges were
received during the fiscal year, over $3 mil­lion
of which was received in cash. The
t.otaI goal over the life of the campajgn will
be $40 million Phase I will continue into
1994 (four years) and the goal is $22 mil­lion.
It will include completion of the
International Studies building and lectnre
hall rooms, the residence hall, and a por­tinI'l
nt'thl' new information center, round­iog.~~
tbe camlPUS construction projects
t.;tWroul~ the $lOJ _1191l